Professional Documents
Culture Documents
MEANING AND The way by which a company is managed and organized to ensure that all
DEFINITIONS OF the Financial Stakeholders (Including Shareholders and Creditors) receive
CORPORATE their fair shares of the company Earnings and Assets.
GOVERNANCE
“Corporate Governance is the application of best management practices,
compliance of law in true letter and spirit and adherence to ethical
standards for effective management and distribution of wealth and
discharge of social responsibility for sustainable development of all
stakeholders.”
The Institute of Company Secretaries of India
Enhanced
Accountability
Investor Trust
Combarting
corruption
Corporate Performance
Improved governance structures and processes.
Ensure quality decision-making.
Enhance the long-term prosperity of companies.
Enhanced Investor Trust
Investors who are provided with high levels of disclosure and
transparency such as relating to data on matters such as pay governance,
pay components, performance goals, and the rationale for pay decisions
etc. are likely to invest openly in those companies.
Better Access to Global Market
Good corporate governance systems attract investment from global
investors, which subsequently leads to greater efficiencies in the financial
sector.
Even if corporations do not rely primarily on foreign sources of capital,
adherence to good corporate governance practices helps improve the
confidence of domestic investors, reduces the cost of capital, enables
good functioning of financial markets and ultimately leads to more stable
sources of finance.
Combating Corruption
Corporate Governance enables a corporation to -compete more
efficiently and prevent fraud and malpractices within the organization.
Easy Finance from Institutions
Corporate Governance is needed as it indicate that well-governed
companies receive higher market valuations.
The credit worthiness of a company can be trusted on the basis of
corporate governance practiced in the company.
Accountability
Good Corporate Governance practices create the environment whereby
Boards cannot ignore their accountability to these stakeholders.
The company is hence obliged to make timely disclosures on regular basis
to all its shareholders in order to maintain good investor relation.
ELEMENTS / SCOPE Important elements of good corporate governance.
OF GOOD
CORPORATE Role and Power
of Board
GOVERNANCE
Risk
Board skills
Management
Elements/Scope
Audit Board
committee Appointment
Board
Independence
YEAR DEVELOPMENT
COSO issued Internal Control – “To help businesses and other entities assess and enhance
Integrated Framework, 1992 their internal control systems”.
Sarbanes – Oxley Act, 2002 Enhanced financial disclosures and severe penalties for willful
default by managers and auditors, in particular.
The Dodd-Frank Wall Street Reform The Dodd-Frank Act is a comprehensive and complex bill that
and Consumer Protection Act, 2010 contains 16 major areas of reform.
The SEC is the primary overseer and regulator of the U.S. securities markets. It works closely with many other
institutions, including Congress, other federal departments and agencies, the self-regulatory organizations
(e.g. the stock exchanges), state securities regulators, and various private sector organizations. In addition, the
Chairman of the SEC represents the agency as a member of the Financial Stability Oversight Council (FSOC).
The summary highlights of the most important Sarbanes-Oxley sections for compliance are listed below.
Heading Principles
BOARD LEADERSHIP AND The board should establish the company’s purpose, values
COMPANY PURPOSE and strategy, and satisfy itself that these and its culture
are aligned. All directors must act with integrity, lead by
example and promote the desired culture.
In order for the company to meet its responsibilities to
shareholders and stakeholders, the board should ensure
effective engagement with, and encourage participation
from, these parties.
COMPOSITION, SUCCESSION The board and its committees should have a combination
AND EVALUATION of skills, experience and knowledge.
Annual evaluation of the board should consider its
composition, diversity and how effectively members work
together to achieve objectives.
AUDIT, RISK AND INTERNAL The board should present a fair, balanced and
CONTROL understandable assessment of the company’s position
and prospects.
2. Structure the board to be effective and add value: The board of a listed entity should be of an appropriate
size and collectively have the skills, commitment and knowledge of the entity and the industry in which it
operates, to enable it to discharge its duties effectively and to add value.
3. Instil a culture of acting lawfully, ethically and responsibly: A listed entity should instil and continually
reinforce a culture across the organisation of acting lawfully, ethically and responsibly.
4. Safeguard the integrity of corporate reports: A listed entity should have appropriate processes to verify the
integrity of its corporate reports.
5. Make timely and balanced disclosure: A listed entity should make timely and balanced disclosure of all
matters concerning it that a reasonable person would expect to have a material effect on the price or value of its
securities.
6. Respect the rights of security holders: A listed entity should provide its security holders with appropriate
information and facilities to allow them to exercise their rights as security holders effectively.
7. Recognise and manage risk: A listed entity should establish a sound risk management framework and
periodically review the effectiveness of that framework.
8. Remunerate fairly and responsibly: A listed entity should pay director remuneration sufficient to attract and
retain high quality directors and design its executive remuneration to attract, retain and motivate high quality
senior executives and to align their interests with the creation of value for security holders and with the entity’s
values and risk appetite.
1. The company is headed by an effective Board which is collectively responsible and works with Management
for the long-term success of the company.
2. The Board has an appropriate level of independence and diversity of thought and background in its
composition to enable it to make decisions in the best interests of the company.
3. There is a clear division of responsibilities between the leadership of the Board and Management, and no one
individual has unfettered powers of decision-making.
4. The Board has a formal and transparent process for the appointment and reappointment of directors, taking
into account the need for progressive renewal of the Board.
5. The Board undertakes a formal annual assessment of its effectiveness as a whole, and that of each of its
board committees and individual directors.
6. The Board has a formal and transparent procedure for developing policies on director and executive
remuneration, and for fixing the remuneration packages of individual directors and key management personnel.
No director is involved in deciding his or her own remuneration.
7. The level and structure of remuneration of the Board and key management personnel are appropriate and
proportionate to the sustained performance and value creation of the company, taking into account the
strategic objectives of the company.
8. The company is transparent on its remuneration policies, level and mix of remuneration, the procedure for
setting remuneration, and the relationships between remuneration, performance and value creation.
9. The Board is responsible for the governance of risk and ensures that Management maintains a sound system
of risk management and internal controls, to safeguard the interests of the company and its shareholders.
10. The Board has an Audit Committee (“AC”) which discharges its duties objectively.
11. The company treats all shareholders fairly and equitably in order to enable them to exercise shareholders’
rights and have the opportunity to communicate their views on matters affecting the company. The company
gives shareholders a balanced and understandable assessment of its performance, position and prospects.
12. The company communicates regularly with its shareholders and facilitates the participation of shareholders
during general meetings and other dialogues to allow shareholders to communicate their views on various
matters affecting the company.
13. The Board adopts an inclusive approach by considering and balancing the needs and interests of material
stakeholders, as part of its overall responsibility to ensure that the best interests of the company are served.
LEADERSHIP, ETHICS AND 1. The governing body should lead ethically and effectively.
CORPORATE CITIZENSHIP 2. The governing body should ensure that the organisation is and
is seen to be a responsible corporate citizen.
GOVERNING STRUCTURES 4. The governing body should serve as the focal point and
AND DELEGATION custodian of corporate governance in the organisation.
5. The governing body should ensure that the appointment of,
and delegation to, management contribute to role clarity and
the effective exercise of authority and responsibilities.
GOVERNANCE 6. The governing body should govern risk in a way that supports
FUNCTIONAL AREAS the organisation in setting and achieving its strategic
objectives.
7. The governing body should govern technology and
information in a way that supports the organisation setting
and achieving its strategic objectives.
The initiatives taken by Government of India in 1991, aimed at economic liberalization, privatization and
globalization(LPG) of the domestic economy.
1999 Kumar Mangalam Birla Committee The Securities and Exchange Board of India
(SEBI) had set up a Committee on May 7, 1999
under the Chairmanship of Kumar Mangalam
Birla to promote and raise standards of
corporate governance.
The recommendations of the Report, led to
inclusion of Clause 49 in the Listing Agreement in
the year 2000.
2002 Naresh Chandra Committee Due to the various scams in US like WORLD COM
etc. and the enactment of Sarbanes Oxley Act in
USA the Indian government wake up and
constituted a committee under a chairmanship
of Naresh Chandra. Naresh Chandra committee
was appointed to examine and recommend
about the ROLE OF INDEPENDENT DIRECTORS.
SERVICES NOT TO BE PERFORMED BY
STATUTORY AUDITOR(SEC.144).
2003 N. R. Narayana Murthy Committee SEBI constituted a Committee under the
Chairmanship of Shri N. R. Narayana Murthy, for
reviewing implementation of the corporate
governance code by listed companies and for
issue of revised clause 49 based on its
recommendations.
2004 Dr. J. J. Irani Committee on Company Law The Government constituted a committee under
the Chairmanship of Dr. J. J. Irani with the
objective to have a simplified compact law that
would be able to address the changes taking
place in the national and international scenario.
A. Principles for Periodic Disclosures: The listed entity which has listed securities shall make disclosures
and abide by its obligations under these regulations, in accordance with the following principles:
a. Information shall be prepared and disclosed in accordance with applicable standards of
accounting and financial disclosure.
b. The listed entity shall refrain from misrepresentation and ensure that the information
provided to recognised stock exchange(s) and investors is not misleading.
c. The listed entity shall provide adequate and timely information to recognised stock
exchange(s) and investors.
d. Filings, reports, statements, documents and information which are event based or are
filed periodically shall contain relevant information.
e. Periodic filings, reports, statements, documents and information reports shall contain
information that shall enable investors to track the performance of a listed entity over
regular intervals of time and shall provide sufficient information to enable investors to
assess the current status of a listed entity.
B. Corporate Governance Principles : The listed entity which has listed its specified securities shall comply
with the corporate governance principles under following broad headings- :
The Rights of
Shareholders
Responsibilities
Timely
of The Board of
Information
Directors
Corporate
Governance
Principles
Role of
Stakeholders in
Corporate
Governance
a. The rights of shareholders : The listed entity shall seek to protect and facilitate the exercise of the
following rights of shareholders:
Right to participate in, and to be sufficiently informed of, decisions concerning fundamental
corporate changes.
Opportunity to participate effectively and vote in general shareholder meetings.
Opportunity to ask questions to the board of directors, to place items on the agenda of general
meetings, and to propose resolutions, subject to reasonable limitations.
Exercise of ownership rights by all shareholders, including institutional investors.
Adequate mechanism to address the grievances of the shareholders.
Protection of minority shareholders.
b. Timely information: The listed entity shall provide adequate and timely information to shareholders,
including but not limited to the following:
Sufficient and timely information concerning the date, location and agenda of general
meetings, as well as full and timely information regarding the issues to be discussed at the
meeting.
c. Equitable treatment: The listed entity shall ensure equitable treatment of all shareholders, including
minority and foreign shareholders, in the following manner:
All shareholders of the same series of a class shall be treated equally.
Exercise of voting rights by foreign shareholders shall be facilitated.
The listed entity shall devise a framework to avoid insider trading and abusive self-dealing.
d. Role of stakeholders in corporate governance: The listed entity shall recognise the rights of its
stakeholders and encourage co-operation between listed entity and the stakeholders, in the following
manner:
Stakeholders shall have the opportunity to obtain effective redress for violation of their rights.
The listed entity shall devise an effective whistle blower mechanism enabling stakeholders,
including individual employees and their representative bodies, to freely communicate their
concerns about illegal or unethical practices.
e. Disclosure and transparency: The listed entity shall ensure timely and accurate disclosure on all material
matters including the financial situation, performance, ownership, and governance of the listed entity, in
the following manner:
Information shall be prepared and disclosed in accordance with the prescribed standards of
accounting, financial and non-financial disclosure.
Minutes of the meeting shall be maintained explicitly recording dissenting opinions, if any.
f. Responsibilities of the board of directors: The board of directors of the listed entity shall have the
following responsibilities:
i. Disclosure of information:
Members of board of directors and key managerial personnel shall disclose to
the board of directors whether they, directly, indirectly, or on behalf of third
parties, have a material interest in any transaction or matter directly affecting
the listed entity.
The board of directors and senior management shall maintaining
confidentiality of information in order to foster a culture of good
decisionmaking.
Presently Indian banking sector comprises of Scheduled and Non Scheduled banks, co-operative banks,
commercial banks dominated by the government-managed banks including public sector banks, nationalized
banks and rural banks, etc. These banks in our country have been established under the different statutes.
The major law relating to the banking is governed by the Banking Regulation Act 1949.
The State Bank of India is governed by the State Bank of India Act, 1955.
Nationalized banks are governed by the Banking Companies (Acquisition and Transfer of Undertakings)
Act, 1970 and the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1980.
The private sector banks came into being as company registered under the Companies Act (whether
under the Companies Act, 2013/1956 or under the Indian Companies Act, 1913 or prior to that).
The banks listed with the stock exchange have to adhere to the requirement of the SEBI (Listing
Obligations and Disclosure Requirements) Regulations, 2018.
Additionally Foreign Exchange Management Act (FEMA), 1999, Payment and Settlement Systems Act,
2007 and other directives/ regulations/ guidelines/ instructions issued by RBI and SEBI from time to
time have created a positive environment and future scope for enhancing corporate governance.
VI Disclosure and transparency: The following disclosures should be made by banks to the Board of
Directors at regular intervals as may be prescribed by the Board in this regard:
1. Information flow: In order to improve manner in which the proceedings are recorded and followed up
in public sector banks, they may initiate measures to provide the following information to the board:
A summary of key observations made by the directors which should be submitted in the next
board meeting.
A more detailed recording of the proceedings which will clearly bring out the observations,
dissents, etc. by the individual directors which could be forwarded to them for their
confirmation.
2. Company Secretary: The Company Secretary has important fiduciary and Company Law responsibilities.
The Company Secretary is the nodal point for the Board to get feedback on the status of compliance by
the organisation in regard to provisions of the Company Law, listing agreements, SEBI regulations,
shareholder grievances, etc. In view of the important role performed by the Company Secretary vis-àvis
the functioning of the Boards of the banks, as also in the context of some of the public sector banks
having made public issue it may be necessary to have Company Secretary for these banks also. Banks
should therefore consider appointing qualified Company Secretary as the Secretary to the Board and
have a Compliance Officer (reporting to the Secretary) for ensuring compliance with various
regulatory/ accounting requirements.
1. Eligibility criteria and ‘fit and proper’ norms for nomination of directors:
a. The Board of Directors of the banks while nominating/ co-opting directors should be guided by
certain broad ‘fit and proper’ norms for directors, viz. formal qualification, experience, track
record, integrity etc. The Board of Directors may, therefore, evolve appropriate systems for
ensuring ‘fit and proper’ norms for directors, which may include calling for information by way
of self-declaration, verification reports from market, etc.
b. The following criteria, which is in vogue in respect of nomination to the boards of public sector
banks, may also be followed for nominating independent/ non-executive directors on private
sector banks:
The candidate should normally be a graduate (which can be relaxed while selecting
directors for the categories of farmers, depositors, artisans, etc.)
He/she should be between 35 and 65 years of age.
He/she should not be a Member of Parliament/Member of Legislative Assembly/
Member of Legislative Council.
2. Commonality of directors of banks and non banking finance companies (NBFC): In case, a director on
the board of an NBFC is to be considered for appointment as director on the board of the bank, the
following conditions must be followed:
He/she is not the owner of the NBFC, [i.e., share holdings (single or jointly with
relatives, associates, etc.) should not exceed 50%] ;
He/she is not related to the promoter of the NBFC;
He/she is not a full-time employee in the NBFC;
The concerned NBFC is not a borrower of the bank.
3. Composition of the Board: In the context of banking becoming more complex and competitive, the
composition of the Board should be commensurate with the business needs of the banks. There is an
urgent need for making the Boards of banks more contemporarily professional by inducting technical
and specially qualified personnel.
Basel Committee on Banking Supervision (BCBS) released Guidelines on Corporate Governance for banks
were released by the Basel Committee on Banking Supervision in July 2015.
The principles of corporate governance of these guidelines are as under:
Principle 1: Board’s overall responsibilities: The board has overall responsibility for the bank,
including approving and overseeing the implementation of the bank’s strategic objectives,
governance framework and corporate culture. The board is also responsible for providing
oversight of senior management.
Principle 2: Board qualifications and composition: Board members should be and remain
qualified, individually and collectively, for their positions. They should understand their
oversight and corporate governance role and be able to exercise sound, objective judgment
about the affairs of the bank.
Principle 3: Board’s own structure and practices: The board should define appropriate
governance structures and practices for its own work, and put in place the means for such
practices to be followed and periodically reviewed for ongoing effectiveness.
Principle 4: Senior management: Under the direction and oversight of the board, senior
management should carry out and manage the bank’s activities in a manner consistent with the
business strategy, risk appetite, remuneration and other policies approved by the board.
Principle 5: Governance of group structures: In a group structure, the board of the parent
company has the overall responsibility for the group and for ensuring the establishment and
operation of a clear governance framework. The board and senior management should know
and understand the bank group’s operational structure and the risks that it poses.
Principle 6: Risk management function: Banks should have an effective independent risk
management function, under the direction of a chief risk officer (CRO).
Principle 7: Risk identification, monitoring and controlling: Risks should be identified,
monitored and controlled on an ongoing bank-wide and individual entity basis.
Principle 8: Risk communication: An effective risk governance framework requires robust
communication within the bank about risk, both across the organisation and through reporting
to the board and senior management.
Principle 9: Compliance: The bank’s board of directors is responsible for overseeing the
management of the bank’s compliance risk. The board should approve the bank’s compliance
approach and policies, including the establishment of a permanent compliance function.
Principle 10: Internal audit: The internal audit function provides independent assurance to the
board and supports board and senior management in promoting an effective governance
process and the longterm soundness of the bank.
Principle 11: Compensation: The bank’s compensation structure should be effectively aligned
with sound risk management and should promote long term health of the organisation and
appropriate risktaking behavior.
Principle 12: Disclosure and transparency: The governance of the bank should be adequately
transparent to its shareholders, depositors, other relevant stakeholders and market participants.
Principle 13: The role of supervisors: Supervisors should provide guidance for and supervise
corporate governance at banks, including through comprehensive evaluations and regular
interaction with boards and senior management, should require improvement and remedial
action as necessary, and should share information on corporate governance with other
supervisors.
These Guidelines are for consideration of the Board of Directors of all Deposit taking NBFCs with
deposit size of Rs 20 crore and above and all non-deposit taking NBFCs with asset size of Rs 100 crore
and above (NBFC-NDSI). Listed NBFCs which are required to adhere to listing agreement and rules
framed by SEBI on Corporate Governance are also required to comply with SEBI prescriptions on
Corporate Governance.
Constitution of Audit Committee : An NBFC having assets of Rs. 50 crore and above
as per its last audited balance sheet is already
required to constitute an Audit Committee.
Consisting of not less than three members of its
Board of Directors,
NBFC-D with deposit size of Rs 20 crore may also
consider constituting an Audit Committee on
similar lines.
Constitution of Nomination Committee: NBFCs with Asset size of Rs 100 crore and above
AND
Deposit size of Rs 20 crore and above.
These guidelines are applicable to all insurers granted registration by the Authority except:
Reinsurance companies may not be required to have the Policyholders’ Protection Committee; and
Branches of foreign reinsurers in India may not be required to constitute the Board and its mandatory
committees as indicated herein.
The guidelines address the various requirements broadly covering the following major structural elements of
Corporate Governance in insurance companies:-
1. Governance Structure
The insurance companies presently could have different structures with the Board of Directors headed by a
Executive or Non-executive Chairman with distinct oversight responsibilities over the other Directors and Key
Management Persons. It is expected that whatever form is taken, the broader elements of good Corporate
Governance are present.
2. Board of Directors
a. Composition:
The Insurance Act stipulates that the insurance companies in India would be public companies
and hence, would require a properly constituted Board.
The size of the Board in addition to being compliant with legal requirements (where applicable),
should be consistent with scale, nature and complexity of business.
Insurance companies should ensure that the Board comprises of competent and qualified
Directors to drive the strategies in a manner that would sustain growth and protect the interests
of the stakeholders.
The Board of Directors is required to have a minimum of three “Independent Directors”.
However, this requirement is relaxed to ‘two’ independent directors, for the initial five years
from grant of Certificate of Registration to insurers. An independent Director shall fulfill all the
conditions specified under Section 149 of the Companies Act, 2013.
In case the number of independent directors falls below the required minimum laid down, such
vacancy shall be filled up:
Before the immediately following Board meeting or
3 months from the date of such vacancy, whichever is later
As required under Section 149 of the Companies Act, 2013, there shall be at least one Woman
Director on the Board of every Insurance company.
b. The Role and responsibility of the Board: The specific areas of responsibilities of the Board of insurers
are provided as under-
I. The Board should ensure that the Governance principles set for the insurer comply with all
relevant laws, regulations and other applicable codes of conduct.
II. The Board should set the following policies in consultation with the Management of the
Company.
Define and periodically review the business strategy.
Define the underwriting policy of the insurer.
Define the insurer’s policy on appointments and qualification requirements for human resources
and ensure that the incentive structure does not encourage imprudent behaviour.
III. The Board should define and set the following standards:-
Define the standards of business conduct and ethical behaviour for directors and senior
management.
Define the standards to be maintained in policyholder servicing and in redressal of
grievances of policyholders.
IV. The Board would be responsible to provide guidance for implementation of business strategy
and review the same periodically.
V. As an integral part of proper implementation of the business strategy, the Board should take
action as under:-
Ensure that all directions of IRDAI are submitted to the Board and the
recommendations are implemented as per the Board philosophy.
Ensure that the company has put in place a robust compliance system for all applicable
laws and regulations.
Prescribe requirements and frequency of reporting in respect of each of the above areas
of responsibility as may be decided by the Board.
c. Eligibility Criteria:
The Directors of insurers have to meet the “fit and proper” criteria. Currently, the fit and proper
requirements seek to ensure that the Director should not have been convicted or come under adverse
notice of the laws and regulations involving moral turpitude or of any professional body.
d. Disclosures about Meetings of the Board and its Committees:
Insurers shall ensure compliance with the provisions of the Companies Act, 2013 and the Secretarial
Standards issued by the ICSI from time to time as regards conduct of the meetings of the Board of
Directors and their committees. In addition to the above, all insurers shall disclose the following in the
Director’s Report:
Number of meetings of the Board of Directors and Committees mandated under these
Guidelines, in the financial year;
Details of the composition of the Board of Directors and Committees mandated, setting out
name, qualification, field of specialization, status of directorship held etc.
Number of meetings attended by the Directors and members of the Committee;
Details of the remuneration paid, if any, to all directors (including Independent Directors).
e. Control Functions:
Given the risks that an insurer takes in carrying out its operations, and the potential impact it has on its
business, it is important that the Board lays down the policy framework to put in place:
robust and efficient mechanisms for the identification, assessment, quantification, control,
mitigation and monitoring of the risks;
appropriate processes for ensuring compliance with the Board approved policy, and applicable
laws and regulations;
appropriate internal controls to ensure that the risk management and compliance policies are
observed;
The policy should focus on a prudential Asset Liability Management (ALM) supported by robust
internal control systems.
PROFITS COMMITTEE:
The Authority has issued IRDA (Non-Linked Insurance Products) Regulations 2013, which lay down the
framework about the With Profit Fund Management and Asset sharing, among other things. In terms of
these Regulations, every Insurer transacting life insurance business shall constitute a With Profits
Committee comprising of an Independent Director, the CEO, The Appointed Actuary and an
independent Actuary. The Committee shall meet as often as is required to transact the business and
carry out the functions of determining the following:
The share of assets attributable to the policyholders
The investment income attributable to the participating fund of policyholders
The expenses allocated to the policyholders
The report of the With Profits Committee in respect of the above matters should be attached to the
Actuarial Report and Abstract furnished by the insurers to the Authority.
The Board should therefore ensure that the statutory auditors are compliant with the regulatory requirements
and there are no conflicts of interest in their appointment.
The auditors should possess the competence and integrity to alert the appropriate authorities promptly of any
event that could seriously affect the insurance company’s financial position.
6. Disclosure Requirements
In the meantime, it may be ensured by the Board that the information on the following, including the basis,
methods and assumptions on which the information is prepared and the impact of any changes therein are also
disclosed in the annual accounts:-
Actual solvency margin details vis-à-vis the required margin.
Description of the risk management architecture.
Payments made to group entities from the Policyholders Funds.
Elements of remuneration package(including incentives) of MD & CEO and all other directors and Key
Management Persons.
Details of number of claims intimated, disposed off and pending with details of duration.
Any other matters, which have material impact on the insurer’s financial position.
Where finalization of annual accounts extends beyond 90 days from the end of the Financial Year, the status on
disclosure in the financial statements required under this clause may be made within 15 days of adoption of
annual accounts by the Board of Directors of the Insurers.
Assess the adequacy of governance processes in the area of crisis management and business continuity. The
IRDAI would bring to the attention of the Board and senior management, concerns which have been
detected by it through supervisory activities.
Awareness of the employees that such channels are available, how to use them and how their
report will be handled.
Handling of the reports received confidentially, for independent assessment, investigation and
where necessary for taking appropriate follow-up actions.
A robust anti-retaliation policy to protect employees who make reports in good faith.
Briefing of the board of directors.
The appointed actuary and the statutory/internal auditors have the duty to ‘whistle blow’, i.e., to
report in a timely manner to the IRDAI if they are aware that the insurance company has failed to take
appropriate steps to rectify a matter which has a material adverse effect on its financial condition. This
would enable the IRDAI to take prompt action before policyholders’ interests are undermined.
CPSEs listed on Stock Exchanges: In so far as listed CPSEs are concerned, they have to follow the
SEBI (LODR) Regulations, 2015. In addition, they shall follow those provisions in these Guidelines which
do not exist in the SEBI Guidelines and also do not contradict any of the provisions of the SEBI
Guidelines.
Unlisted CPSEs: Each CPSE should strive to institutionalize good Corporate Governance practices
broadly in conformity with the SEBI Guidelines. The listing of the non-listed CPSEs on the stock
exchanges may also be considered within a reasonable time frame to be set by the Administrative
Ministry concerned in consultation with the CPSEs concerned. The non-listed CPSEs shall follow the
Guidelines on Corporate Governance on a mandatory basis.
Salient features of Guidelines on Corporate Governance for Central Public Sector Enterprises
2010:
a. Board of Directors:
Composition of Board of Directors: The Board of Directors of the company shall have an optimum
combination of Functional, Nominee and Independent Directors.
Functional Directors (including CMD/MD): should not exceed 50% of the actual strength of the
Board.
Nominee Directors: Appointed by Government/other CPSEs shall be restricted to a maximum of
two.
Independent Directors: In case of a CPSE listed on the Stock Exchanges and whose Board of
Directors is headed by an Executive Chairman, the number of Independent Directors shall be
at least 50% of Board Members; and
in case of all other CPSEs (i.e. listed on Stock Exchange but without an Executive Chairman, or
not listed CPSEs), at least one-third of the Board Members should be Independent Directors.
Part-time Directors’ compensation and disclosures: All fees/compensation, if any, paid to part-time
Directors, including Independent Directors, shall be fixed by the Board of Directors subject to the
provisions in the DPE guidelines and the Companies Act, 2013.
Number of Directorship:
A Director shall not be a member in more than 10 committees or
Act as Chairman of more than five committees across all companies in which he is a Director.
Compliance of Laws to be reviewed:- The Board shall periodically review compliance reports of all laws
applicable to the company, prepared by the company as well as steps taken by the company to rectify
instances of non-compliances.
Code of Conduct: The Board shall lay down a code of conduct for all Board members and senior
management of the company. The code of conduct shall be circulated and also posted on the website of
the company.
Risk Management: Enterprise risk management helps management in achieving CPSE’s performance
and profitability targets. It helps to ensure effective reporting and compliance with laws and
regulations, and helps avoid damage to the entity’s reputation and associated consequences.
The Board should ensure the integration and alignment of the risk management system with the
corporate and operational objectives and also that risk management is undertaken as a part of normal
business practice and not as a separate task at set times.
Training of Directors: The company concerned shall undertake training programme for its new Board
members (Functional, Government, Nominee and Independent) in the business model of the company
including risk profile of the business of company.
They shall also be imparted training on Corporate Governance, model code of business ethics and
conduct applicable for the respective Directors.
b. Audit Committee:
Qualified and Independent Audit The Audit Committee shall have minimum three
Committee: Directors as members.
Two-thirds of the members of audit committee
shall be Independent Directors.
The Chairman of the Audit Committee shall be an
Independent Director.
All members of Audit Committee shall have
knowledge of financial matters of Company, and at
least one member shall have good knowledge of
accounting and related financial management
expertise.
The Chairman of the Audit Committee shall be
present at Annual General Meeting to answer
shareholder queries.
The Company Secretary shall act as the Secretary
to the Audit Committee.
Role of Audit Committee: Oversight of the company’s financial reporting
process and the disclosure of its financial
information to ensure that the financial statement
is correct, sufficient and credible.
Recommending to the Board the fixation of audit
fees.
Approval of payment to statutory auditors for any
other services rendered by the statutory auditors.
Reviewing, with the management, the quarterly
financial statements before submission to the
Board for approval.
Reviewing, with the management, performance of
internal auditors and adequacy of the internal
control systems.
Discussion with internal auditors and/or auditors
any significant findings and follow up there on.
Review all related party transactions in the
company. For this purpose, the Audit Committee
may designate a member who shall be responsible
for reviewing related party transactions.
Review with the independent auditor the co-
ordination of audit efforts to assure completeness
of coverage, reduction of redundant efforts, and the
effective use of all audit resources.
Consider and review the following with the
management, internal auditor and the independent
auditor:
Significant findings during the year,
including the status of previous audit
recommendations.
Any difficulties encountered during audit
work including any restrictions on the
scope of activities or access to required
information.
Powers of Audit Committee: To investigate any activity within its terms of
reference.
To seek information on and from any employee.
To obtain outside legal or other professional advice,
subject to the approval of the Board of Directors.
To secure attendance of outsiders with relevant
expertise, if it considers necessary.
To protect whistle blowers.
Meeting of Audit Committee At least four times in a year and not more than
four months shall elapse between two meetings.
c. Remuneration Committee:
Each CPSE shall constitute a Remuneration Committee comprising of at least three Directors, all of
whom should be part-time Directors (i.e. Nominee Directors or Independent Directors). The
Committee should be headed by an Independent Director.
d. Subsidiary Companies:
At least one Independent Director on the Board of Directors of the holding company shall be a
Director on the Board of Directors of its subsidiary company.
The Audit Committee of the holding company shall also review the financial statements of its
subsidiary company.
The minutes of the Board meetings of the subsidiary company shall be placed at the Board
meeting of the holding company.
e. Disclosures:
Transactions: A statement in summary form of transactions with related parties in the normal and
ordinary course of business shall be placed periodically before the Audit Committee.
Accounting Standards: Where in the preparation of financial statements, a treatment different from
that prescribed in an Accounting Standard has been followed, the fact shall be disclosed in the financial
statements, together with the management’s explanation in the Corporate Governance Report as to
why it believes such alternative treatment is more representative of the true and fair view of the
underlying business transaction.
Compliance:
The company shall obtain a certificate from either the auditors or practicing Company Secretary
regarding compliance of conditions of Corporate Governance as stipulated in these Guidelines.
Schedule of implementation:
The CPSEs shall submit quarterly progress reports, within 15 days from the close of each quarter, in the
prescribed format to respective Administrative Ministries/ Departments.
GUIDELINES ON CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY FOR
CENTRAL PUBLIC SECTOR ENTERPRISES (WITH EFFECT FROM 1ST APRIL, 2013)
After the enactment of the Companies Act 2013, all CPSEs shall have to comply with the provisions of
the Act and the CSR Rules.
1. What do you mean by the Corporate Governance? How the governance norms are
applicable in the banks.
2. Discuss the salient features of the Ganguly Committee Report applicable to Private
Sector Banks.
3. IRDA has issued the guidelines on Corporate Governance Norms for the Insurance
Companies. Please mention the salient features of it.
4. Public Sector Undertakings also have to adhere to the norms of the Corporate
Governance. What guidelines have been issued by the Ministry in this regard?
5. Comments on the Corporate Social Responsibility.
6. DPE has issued the guidelines on Corporate Governance for the CPSEs. Discuss in
brief.
CHAPTER 3
Board Effectivenes
Small
Resident Independent Niminee
Shareholders
Director Director Director
Director
1. Executive Director :
The term executive director is usually used to describe a person who is both a member of the board and
who also has day to day responsibilities in respect of the affairs of the company. Executive directors
perform operational and strategic business functions such as:
managing people
looking after assets
hiring and firing
entering into contracts
Executive directors are employed by the company and paid a salary, so are protected by employment
law. Examples of executive directors are production director, finance director or managing director or
whole time director.
A Shadow Director is an “officer” within the definition of the terms in Section 2 (59) of the Companies
Act, 2013, as it includes, “any person in accordance with whose directions or instructions the Board of
Directors or any one or more of the Directors is or are accustomed to act”.
Section 2(60)(v) wherein, the meaning of “officer who is in default” includes within itself any person in
accordance with whose directions or instructions the Board of directors of the company usually acts.
4. Woman Director:
Rule 3 of Companies (Appointment and Qualification of Directors) Rules, 2014, prescribes the following
class of companies shall appoint at least one woman director:
every listed company;
every other public company having:
Paid-up share capital of one hundred crore rupees or more; or (100 cr. or more)
Turnover of three hundred crore rupees or more. (300 cr. Or more)
Regulation 17(i) of the SEBI (LODR) Regulations also requires that at least one woman director shall be
appointed on the board of all listed entities.
SEBI (LODR) (Amendment) Regulations, 2018 provides that the top listed 500 companies shall have at
least one independent woman director by 1 April 2019 and for the top listed 1000 entities by 1 April 2020.
5. Resident Director:
Section 149 (3) of the Act has provided for residence of a director in India as a compulsory i.e. every
company shall have at least one director who has stayed in India for a total period of not less than 182
days in the previous calendar year.
6. Independent Director:
Independent Directors play a pivotal role in maintaining a transparent working environment in the
corporate regime. Independent Directors constitute such category of Directors who are expected to
have impartial and objective judgment for the proper functioning of the company. Section 2(47) of the
Companies Act 2013 provides that “independent director” means an independent director referred to
in sub-section (6) of section 149.
7. Nominee Director:
A nominee director belongs to the category of non-executive director and is appointed on behalf of an
interested party. It is pertinent to mention here that there is a divergent view as to whether a nominee
director can be considered independent or not. Naresh Chandra Committee in its report stated that
‘nominee director’ will be excluded from the pool of directors in the determination of the number of
independent directors.
In other words, such a director will not feature either in the numerator or the denominator. Both SEBI
(LODR) Regulations, 2015 and section 149(6) of the Companies Act, 2013 specifically exclude nominee
director from being considered as Independent.
Size of the Board Section 149(1) provides every Regulation 17(1)(a) provides that
company shall have a Board of Board of directors shall have an
Directors consisting of individuals as optimum combination of executive
directors and shall have – and non-executive directors with at
least one woman director and not
A minimum number of three less than fifty per cent. of the board
directors in the case of a of directors shall comprise of non-
public company, executive directors;
Atleast two directors in the The top listed 500 companies shall
case of a private company, have atleast one independent
and woman director by 1 April 2019 and
for the top listed 1000 entities by 1
Atleast one director in the April 2020.
case of a One Person
Company; and
Regulation 17(1)(c) provides the
A maximum of fifteen board of directors of the top 1000
directors provided that a listed entities (with effect from April 1,
company may appoint more 2019) and the top 2000 listed entities
than fifteen directors after (with effect from April 1, 2020) shall
passing a special resolution. comprise of not less than six
directors.
Note: Maximum directors’ clause not
applicable to Government Company
and Section 8 Company.
Board Composition Section 149(4) provides that every Regulation 17 (1) (b) provides that the
public listed company shall have at- composition of board of directors of thelisted
least one third of total number of entity shall be as follows:
directors as independent directors where the chairperson of the board of
and Central Government may directors is a non-executive director,
prescribe the minimum number of at least one-third of the board of
independent directors in any class or directors shall comprise of
classes of companies. independent directors and
Note: Not applicable to Government
Company and IFSC Public Company where the listed entity does not have
a regular non-executive chairperson,
Rule 4 of the Companies at least half of the board of directors
(Appointment and Qualification of shall comprise of independent
Directors) Rules, 2014 prescribes that directors:
the following class or classes of
companies shall have at least two Provided that where the regular non-
independent directors: executive chairperson is a promoter of the
Public Companies having listed entity or is related to any promoter or
paid- up share capital of 10 person occupying management positions at
crore rupees or more; or the level of board of director or at one level
below the board of directors, at least half of
Public Companies having the board of directors of the listed entity shall
turnover of 100 crore rupees consist of independent directors.
or more; or
at least 1/3rd of
the board of at least 50% of the at least 50% of the
board of directors board of directors
directors shall
shall comprise of shall comprise of
comprise of
independent independent
independent
directors directors
directors
2. A director of a company shall act in good faith in order to promote the objects of the company for the benefit of its members
as a whole, and in the best interests of the company, its employees, the shareholders, the community and for the protection of
environment.
3. A director of a company shall exercise his duties with due and reasonable care, skill and diligence and shall exercise
independent judgment.
4. A director of a company shall not involve in a situation in which he may have a direct or indirect interest that conflicts, or
possibly may conflict, with the interest of the company.
5. A director of a company shall not achieve or attempt to achieve any undue gain or advantage either to himself or to his
relatives, partners, or associates and if such director is found guilty of making any undue gain, he shall be liable to pay an
amount equal to that gain to the company.
6. A director of a company shall not assign his office and any assignment so made shall be void.
7. If a director of the company contravenes the provisions of this section such director shall be punishable with fine which shall
not be less than one lakh rupees but which may extend to five lakh rupees.
POWERS OF THE BOARD
As per Section 179(3) read with Rule 8 of Companies (Meetings of Board and its Powers) Rules, 2014, the Board of Directors of
a company shall exercise the following powers on behalf of the company by means of resolutions passed at meetings of the
Board, namely:
Section 180 of the Act imposes restrictions on the powers of the Board. It provides that the board can exercise the following
powers only with the consent of the company by special resolution:–
to sell, lease or otherwise dispose of the whole or substantially the whole of the undertaking of the company or where the
company owns more than one undertaking, of the whole or substantially the whole of any of such undertakings;
to invest otherwise in trust securities the amount of compensation received by it as a result of any merger or amalgamation;
to borrow money, where the money to be borrowed, together with the money already borrowed by the company will exceed
aggregate of its paid-up share capital and free reserves and securities premium, apart from temporary loans obtained from
the company’s bankers in the ordinary course of business;
to remit, or give time for the repayment of, any debt due from a director.
The special resolution relating to borrowing money exceeding paid up capital and free reserves specify the total amount up
to which the money may be borrowed by Board.
The following classes of unlisted public company shall not required to appoint independent director:-
a) A joint venture;
b) A wholly owned subsidiary; and
c) A dormant company as defined under section 455 of the ACT.
Provided that in case of a relative who is an employee , the restriction under this clause shall
not apply for his employment during preceding three financial years.
(ii) is or has been an employee or proprietor or a partner, in any of the three financial years
immediately preceding the financial year in which he is proposed to be appointed, of--
The
*6 KA CHAKRAVYUH Its
Subsidiary
The
HIS HIMSELF HAS OR HAD
Its
*6 KA CHAKRAVYUH
Subsidiary
Neither Himself nor his Relative Their Promoters and Directors as well
1) HOLDS OR HAS HELD The
|
Position of KMP or Employee
(MD, WD, CS, CEO CFO etc.) Its Its
| Associate Holding
4 KA CHAKRAVYUH
Its
In any Three Financial Year
immediately preceding the Current Subsidiary
Financial Year
2) IS OR BEEN
The
Employee, Proprietor or a Partner
Its Its
Audit Firm, Practicing Associate Holding
CS, Cost Auditors of Legal/Consulting Firm that
has transaction amounting
to 10% of GT with
4 KA CHAKRAVYUH Its
In any Three Financial Year immediately Subsidiary
preceding the Current Financial Year Company
2) HOLDS
Its Its
2% or more of voting power
of THE COMPANY Associate Holding
1 KA CHARAVYUH
Its
Subsidiary
IN THE CURRENT FINANCIAL YEAR ONLY
NGO
Its Its
Receives 25% or more of its receipts from Associate Holding
OR
1 KA CHAKRAVYUH
1 KA CHAKRAVYUH
For holding voting power in thecompany
4 KA CHAKRAVYUH
For holding any position in the company
CHAKRAVYUH LOGIC
(A) a firm of auditors or company secretaries in practice or cost auditors of the company or
its holding, subsidiary or associate company; or
(B) any legal or a consulting firm that has or had any transaction with the company, its holding,
subsidiary or associate company amounting to ten per cent. or more of the gross turnover
of such firm;
Provided that in case of a Relative who is an employee, the Restriction under this clause
shall not apply for his employment during Preceeding three financial years.
(iii) holds together with his relatives two per cent. or more of the total voting power of the
company; or
(iv) is a Chief Executive or director, by whatever name called, of any nonprofit organisation that
receives twenty-five per cent. or more of its receipts from the company, any of its promoters,
directors or its holding, subsidiary or associate company or that holds two per cent. or more of
the total voting power of the company; or
(g) who possesses such other qualifications as may be prescribed.
(7) Every independent director shall at the first meeting of the Board in which he participates as a director
and therea†er at the first meeting of the Board in every financial year or whenever there is any change
in the circumstances which may affect his status as an independent director, give a declaration that he
meets the criteria of independence as provided in sub-section (6).
This subsection shall not apply to a Section 8 company.
Explanation.--For the purposes of this section, “nominee director” means a director nominated by any
financial institution in pursuance of the provisions of any law for the time being in force, or of any
agreement, or appointed by any Government, or any other person to represent its interests.
(8) The company and independent directors shall abide by the provisions specified in Schedule IV.
(9) Notwithstanding anything contained in any other provision of this Act, but subject to the provisions of
sections 197 and 198, an independent director shall not be entitled to any stock option and may receive
remuneration by way of fee provided under sub-section (5) of section 197, reimbursement of expenses for
participation in the Board and other meetings and profit related commission as may be approved by the
members.
(10) Subject to the provisions of section 152, an independent director shall hold office for a term up to 5
consecutive years on the Board of a company, but shall be eligible for re-appointment on passing of a
special resolution by the company and disclosure of such appointment in the Board’sreport.
(11) Notwithstanding anything contained in sub-section (10), no independent director shall hold office for
more THAN 2 CONSECUTIVE TERMS, but such independent director shall be eligible for appointment
a†er the expiration of three years of ceasing to become an independent director:
Provided that an independent director shall not, during the said period of three years, be appointed in or be
associated with the company in any other capacity, either directly or indirectly.
Explanation.--For the purposes of sub-sections (10) and (11), any tenure of an independent director on the
date of commencement of this Act shall not be counted as a term under those sub-sections.
Liability of Independent Director
(12) Notwithstanding anything contained in this Act,--
(a) an independent director;
(b) a non-executive director not being promoter or key managerial personnel, shall be held liable,
ONLY in respect of such acts of omission or commission by a company which had occurred with his
knowledge, a†ributable through Board processes, and with his consent or connivance or where he
had not acted diligently.
(13) The provisions of sub-sections (6) and (7) of section 152 in respect of retirement of directors by rotation
shall not be applicable to appointment of independent directors.
SCHEDULE
IV
CODE FOR INDEPENDENT DIRECTORS
The Code is a guide to professional conduct for independent directors. Adherence to these standards by
independentdirectors andfulfilment of their responsibilities in a professional and faithful manner willpromote
confidence of the investment community, particularly minority shareholders, regulators and companies in the
institution of independent directors.
(1) help in bringing an independent judgment to bear on the Board’s deliberations especially on issues
of strategy, performance, risk management, resources, key appointments and standards of conduct;
(2) bring an objective view in the evaluation of the performance of board and management;
(3) scrutinise the performance of management in meeting agreed goals and objectives and monitor the
reporting of performance;
(4) satisfy themselves on the integrity of financial information and that financial controls and the
systems of risk management are robust and defensible;
(5) safeguard the interests of all stakeholders, particularly the minority shareholders;
(6) balance the conflicting interest of the stakeholders;
(7) determine appropriate levels of remuneration of executive directors, key managerial personnel and
senior management and have a prime role in appointing and where necessary recommend removal
of executive directors, key managerial personnel and senior management;
(8) moderate and arbitrate in the interest of the company as a whole, in situations of conflict between
management and shareholder’s interest.
III. DUTIES:
The independent directors shall--
(1) undertake appropriate induction and regularly update and refresh their skills, knowledge and
familiarity with the company;
(2) seek appropriate clarification or amplification of information and, where necessary, take and follow
appropriate professional advice and opinion of outside experts at the expense of the company;
(3) strive to a†end all meetings of the Board of Directors and of the Board committees of which he is a
member;
(4) participate constructively and actively in the commi†ees of the Board in which they are chairpersons
or members;
(5) strive to a†end the general meetings of the company;
(6) where they have concerns about the running of the company or a proposed action, ensure that these
are addressed by the Board and, to the extent that they are not resolved, insist that their concerns
are recorded in the minutes of the Board meeting;
(7) keep themselves well informed about the company and the external environment in which it
operates;
(8) not to unfairly obstruct the functioning of an otherwise proper Board or committee of the Board;
(9) pay sufficient a†ention and ensure that adequate deliberations are held before approving related
party transactions and assure themselves that the same are in the interest of the company;
(10) ascertain and ensure that the company has an adequate and functional vigil mechanism and to
ensure that the interests of a person who uses such mechanism are not prejudicially affected on
account of such use;
(11) report concerns about unethical behaviour, actual or suspected fraud or violation of the company’s
code of conduct or ethics policy;
(12) acting within hisauthority, assist in protecting the legitimate interests of the company, shareholders
and its employees;
(13) not disclose confidential information, including commercial secrets, technologies, advertising and
sales promotion plans, unpublished price sensitive information, unless such disclosure is expressly
approved by the Board or required by law.
IV. MANNER OF APPOINTMENT:
(1) Appointment process of independent directors shall be independent of the company management;
while selecting independent directors the Board shall ensure that there is appropriate balance of
skills, experience and knowledge in the Board so as to enable the Board to discharge its functions and
duties effectively.
(2) The appointment of independent director(s) of the company shall be approved at the meeting of the
shareholders.
(3) The explanatory statement a†ached to the notice of the meeting for approving the appointment of
independent director shall include a statement that in the opinion of the Board, the independent
director proposed to be appointed fulfils the conditions specified in the Act and the rules made
thereunder and that the proposed director is independent of the management.
(4) The appointment of independent directors shall be formalised through a le†er of appointment,
which shall set out:
For listed companies -Refer class dictation as per clause Sebi LOD
Role of the lead Acts as the principal liaison between the independent directors of
independent director the Board and the Chairman of the Board;
Develops the agenda for and preside at executive sessions of the
Board’s independent directors;
Advises the Chairman of the Board as to an appropriate schedule
for Board meetings, seeking to ensure that the independent
directors can perform their duties responsibly while not interfering
with the flow of Company operations;
Approves with the Chairman of the Board the agenda for Board and
Board Committee meetings and the need for special meetings of
the Board;
Advises the Chairman of the Board as to the quality, quantity and
timeliness of the information submitted by the Company’s
management that is necessary or appropriate for the independent
directors to effectively and responsibly perform their duties;
Recommends to the Board the retention of advisors and
consultants who report directly to the Board;
Assists the Board and Company officers in better ensuring
compliance with and implementation of the Governance Guidelines;
Serves as Chairman of the Board when the Chairman is not
present; and
Serves as a liaison for consultation and communication with
shareholders.
SEPARATION OF ROLE The benefits of separation of roles of Chairman and CEO can be:
OF CHAIRMAN AND
Director Communication: A separate chairman provides a more
CHIEF EXECUTIVE
effective channel for the board to express its views on management
OFFICER
Guidance: A separate chairman can provide the CEO with guidance
and feedback on his/her performance
Shareholders’ interest: The chairman can focus on shareholder
interests, while the CEO manages the company
Governance: A separate chairman allows the board to more
effectively fulfill its regulatory requirements
Long-Term Outlook: Separating the position allows the chairman to
focus on the long-term strategy while the CEO focuses on short-
term profitability
Succession Planning: A separate chairman can more effectively
concentrate on corporate succession plans.
Page 59
PLANNING Using a skills matrix to proactively shape board composition that
incorporates strategic direction and opportunities, regulatory and
industry developments, challenges, and transformation
Conducting robust annual performance evaluations, including
facilitation by an independent third party
Establishing and enhancing written director qualification standards
that align with the company’s business and corporate strategy, and
including these standards in corporate governance policies and
bylaws as appropriate
Reviewing evolving committee and board leadership needs,
including the time commitments required l Considering director
election results and engagement by investors regarding board
composition, independence, leadership and diversity
Prioritizing an independent mindset on boards, including through
board diversity, to foster debate, challenge norms and invigorate
board oversight processes and strategy development
Making sure mentoring and development opportunities are
available for incoming directors.
An induction kit should be given to new directors which should contain the
following:
Page 60
involvement of partners; l Press releases in the last one year
copies of recent press cuttings and articles concerning the company
Annual report for last three years
Notes on agenda and Minutes of last six Board meetings
Board’s meeting schedule and Board committee meeting schedule
Description of Board procedures.
Director’s It is a good practice for boards to arrange for an ongoing updation of their
Development members with changes in governance, technologies, markets, products,
and so on through:
Ongoing education
Site visits
Seminars; and
Various short term and long term Courses.
Familiarisation Regulation 25(7) of SEBI (LODR) regulations, 2015 provides that the listed
Programme for entity shall familiarise the independent directors through various
Independent programmes about the listed entity, including the following:
Directors:
nature of the industry in which the listed entity operates;
business model of the listed entity;
roles, rights, responsibilities of independent directors; and
any other relevant information.
Schedule IV of the Companies Act 2013 also provides that the Independent
Directors shall undertake appropriate induction and regularly update and
refresh their skills, knowledge and familiarity with the company.
Page 61
in a year, without the attendance of non-independent directors and
members of the management and in that meeting they are required
to review the performance of
the non-independent directors and
the Board as whole; and
also review the performance of the Chairperson of the
company, taking into account the views of the executive
and non-executive directors.
Frequency of Board Section 134(3)(p) provides that there has to be a formal annual evaluation
Evaluation of Board of its own performance and that of its committees and individual
directors. The Company may undertake annual evaluation either in
accordance with calendar year or financial year.
Page 62
Broad Evaluation As per the Companies Act 2013 or SEBI (Listing Obligations and Disclosure
framework and Requirements) Regulations, 2015, Board evaluation would generally include
parameters following:
EVALUATION OF THE The evaluation may be externally facilitated. The broad parameters of
COMMITTEES reviewing the performance of the Committees, inter alia, are:
Page 63
Conduct of its meetings and procedures followed in this regard.
Evaluation of The Nomination Committee shall lay down the evaluation criteria for
Independent performance evaluation of independent directors. The company should
Directors: disclose the criteria for performance evaluation, as laid down by the
Nomination Committee, in its Annual Report.
The quality of the issues that get raised, discussed and debated at
the meetings of the Board and its Committees.
The guidance provided by the Board in the light of changing market
conditions and their impact on the organisation.
The methodology adopted by the Board to solve issues referred to
them
The effectiveness of the directions provided by the Board on the
issues discussed in meetings.
Parameters:
Page 64
Adherence to the code of conduct for independent directors.
Performance of the Board against the benchmark performance set.
Overall value addition by the discussions taking place at the Board
meetings.
Evaluation of Non- The broad parameters for reviewing the performance of Non-executive
Executive Directors Directors are:
BOARD A Company Secretary acts as a vital link between the company and its
EFFECTIVENESS AND Board of Directors, shareholders and other stakeholders and regulatory
THE ROLE OF THE authorities. A Company Secretary is a close confidante of the board and
COMPANY SECRETARY commands confidence of individual directors so as to ensure that the culture
of independence is promoted at the board and committee meetings and at
the level of individual directors.
Company Secretary:
Page 65
acts as a vital link between the company and its Board of Directors,
shareholders and other stakeholders and regulatory authorities
plays a key role in ensuring that the Board procedures are followed
and regularly reviewed
provides the Board with guidance as to its duties, responsibilities
and powers under various laws, rules and regulations
acts as a compliance officer as well as an in-house legal counsel to
advise the Board and the functional departments of the company on
various corporate, business, economic and tax laws
is an important member of the corporate management team and
acts as conscience keeper of the company.
Regulation 6(1) of SEBI (LODR) Regulations, 2015 also provides that every
listed entity shall appoint a qualified company secretary as the compliance
officer.
Does at least one member of the board have extensive experience in the industry of your
organization?
Are directors offered continuing education in governance or a program of director
certification?
Does each director display a keen interest or passion in the undertaking of the
organization?
Do directors regularly attend both board and committee meetings?
Are directors encouraged and supported when asking difficult or awkward questions of
management?
Does the Chairman solicit views from each director specifically?
Does the Chairman ask board members to refrain from expressing their personal views at
the outset of a discussion?
Does the board review the risk identification and management system of the organization?
Does the board approve the business plan and major expenditures?
Page 66
Does the board work with the CEO and senior staff to develop and review the strategic
plan?
As a good practice companies may have a Board Charter which is intended as a tool to assist
directors in fulfilling their responsibilities as Board members. It sets out the respective roles,
responsibilities and authorities of the Board and of Management in the governance, management and
control of the organization. This charter should be read in conjunction with the Company’s
Memorandum and Articles.
A Model Charter may include the following:
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SOME EXAMINATION QUESTIONS
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Page 69
Page 70
CHAPTER 4
SECRETARIAL STANDARD 1
Page 71
of Board meeting? in each Calendar Year with a maximum interval of one
hundred and twenty days between any two consecutive
Meetings.
8. What is the frequency It shall be sufficient if a One Person Company, Small
of Board meeting for Company or Dormant Company holds one Meeting of the
Opc ,Small, Dormant Board in each half of a calendar year and the gap between
company? the two Meetings of the Board is not less than ninety days.
If a One Person Company, Small Company or Dormant
Company holds only two Meetings in a year, then the gap
between the two such Meetings should be minimum 90
days.
9. Whether SS1 A Meeting of Independent Directors is not a Meeting of the
applicable to Board or of a Committee of the Board. Therefore, provisions
Independent director of SS-1 shall not be applicable to such Meetings.
Meeting ?
10. Whether interested An Interested Director should neither participate nor vote
director can in respect of an item in which he is interested, nor such
participate in Board Director be counted for Quorum in respect of such item.
meeting in case of However, such Director may be present in the Meeting
Private company . during discussions on such item. However, in case of a
private company, a Director shall be entitled to participate
in respect of such item after disclosure of his interest.
11. What are the Unless otherwise stipulated in the Act or the Articles or
requirements of under any other law, the Quorum for Meetings of any
quorum for Committee constituted by the Board shall be as specified by
committees meeting? the Board. If no such Quorum is specified, the presence of
all the members of any such Committee is necessary to
form the Quorum.
12. Do the recording of Persons who are present in a Meeting merely to provide
“Invitees” or “in administrative assistance to an Invitee or Director or
Attendance” Company Secretary should neither be treated as “Invitees”
mandatory? nor as “in Attendance”. The Chairman may use his
discretion in recording the presence of such persons.
13. When the director is The office of a Director shall become vacant in case the
required to vacant the Director absents himself from all the Meetings of the Board
office? held during a period of twelve months with or without
seeking leave of absence of the Board.
14. What is the procedure If no Chairman is elected by the Board, or if at any Meeting,
for Election of the Chairman is not present within five minutes after the
Chairman in the time appointed for holding the Meeting, the Directors
absence of elected present may choose one of their number to be Chairman of
chairman? the Meeting.
15. Can interested If the Chairman is interested in an item of business, he shall
chairman continue to entrust the conduct of the proceedings in respect of such
chair in interested item to any Non-Interested Director with the consent of
matters? the majority of Directors present and resume the Chair
Page 72
after that item of business has been transacted.
However, in case of a private company, the Chairman may
continue to chair and participate in the Meeting after
disclosure of his interest. If the item of business is a related
party transaction, the Chairman shall not be present at the
Meeting, whether physically or through Electronic Mode,
during discussions and voting on such item.
16. Are minutes Minutes need not be an exact transcript of the proceedings
exhaustive records at the Meeting.
?Who shall record it? The Company Secretary shall record the proceedings of the
Meetings. Where there is no Company Secretary, any other
person duly authorised by the Board or by the Chairman in
this behalf shall record the proceedings.
In case a Company Secretary is unable to attend a Meeting,
or in the absence of the Company Secretary, any other
person duly authorised by the Board or by the Chairman
may attend and record the proceedings of the Meeting.
17. Is it mandatory to The Chairman has absolute discretion to exclude from the
record each and every Minutes, matters which in his opinion are or could
matter in minute reasonably be regarded as defamatory of any person,
book? irrelevant or immaterial to the proceedings or which are
detrimental to the interests of the company.
18. What is the procedure Where any earlier Resolution(s) or decision is superseded or
for modification of modified, Minutes shall contain a specific reference to such
earlier resolution? earlier Resolution(s) or decision or state that the Resolution
is in supersession of all earlier Resolutions passed in that
regard.
19. Procedure for The Chairman of the Board or in his absence, the Managing
resolution by Director or in their absence, any Director other than an
circulation? Interested Director, shall decide, before the draft
Resolution is circulated to all the Directors, whether the
approval of the Board for a particular business shall be
obtained by means of a Resolution by circulation.
In case one-third of the total number of Directors for the
time being require the Resolution under circulation to be
decided at a Meeting, the Chairman shall put the
Resolution for consideration at a Meeting of the Board.
Draft Resolution together with necessary documents is sent
to all directors, including interested director by hand /
speed post / courier / registered post/ e-mail / other
electronic means;
Each resolution shall carry a serial number;
Each Resolution shall be explained separately
containing:
Details of proposal;
Material facts;
Page 73
Scope and implications;
Nature of concern or interest of Directors;
How a Director shall give his assent or dissent; and
Time within which Directors shall signify his assent or
dissent
By majority of directors entitled to vote. Directors shall
signify their assent or dissent by signing the Resolution to be
passed by circulation or by e-mail or any other electronic
means.
20. Mention the time limit Within fifteen days from the date of the conclusion of the
for finalisation of Meeting of the Board or the Committee, the draft Minutes
minutes? thereof shall be circulated by hand or by speed post or by
registered post or by courier or by e-mail or by any other
recognised electronic means to all the members of the
Board or the Committee, as on the date of the Meeting, for
their comments.
Only if Chairman is authorized by the Board, he has
discretionary power to consider the comments of any
director received after expiry of seven days from the date
of dispatch of draft minutes to them.
21. What is the procedure Minutes, once entered in the Minutes Book, shall not be
for alteration of altered.
minutes once entered Any alteration in the Minutes as entered shall be made
in the Minutes Book? only by way of express approval of the Board at its
subsequent Meeting at which the Minutes are noted by
the Board and
The fact of such alteration shall be recorded in the Minutes
of such subsequent Meeting.
22. Who will for signing Minutes of the Meeting of the Board shall be signed and
and dating of dated by the Chairman of the Meeting or by the Chairman
minutes? of the next Meeting.
23. Can proxies be Proxies cannot be appointed to attend Board Meetings. As
appointed to attend the Act does not contain any provision conferring on the
board meeting? Directors the right to appoint a proxy to attend Board
Meetings.
24. Within what time Minutes of the Board Meetings, if maintained
loose leaf of minutes in loose-leaf form, should be bound periodically
of board meeting be depending on the size and volume, coinciding with the
bound? financial year(s) of the company.
25. What is the time limit Minutes of all meetings shall be preserved
for preservation of permanently in physical or in electronic form with
minutes and other timestamp.
records?
26. Can a BM be held at REVISED SS-1 Board Meeting can be held at any time (even
any place? outside INDIA),any place and any day.
Can be held even on national holiday.But adjourned board
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meeting cannot be held on national holiday.
27. Proof of sending the Proof of sending the notice and its delivery shall be
notice. maintained by the Company for a period of ATLEAST 3
YEARS.
Page 86
SECTION 173 MEETING OF THE BOARD OF DIRECTORS
(1) Every company shall hold the first meeting of the Board of Directors WITHIN 30 DAYS of the
date of its incorporation and therea†er hold a minimum number of FOUR MEETINGS of its
Board of Directors every year in such a manner that not more than 120 DAYS shall intervene
between two consecutive meetings of the Board:
Provided that the Central Government may, by notification, direct that the provisions of this subsection
shall not apply in relation to any class or description of companies or shall apply subject to such exceptions,
modifications or conditions as may be specified in the notification.
Exception: Number of Board Meetings is different from OPC, Small Company, Dormant
Company – Sec 173(5)
Further in respect of Section 8 companies, this subsection shall apply only to the extent that the Board
of Directors of such companies shall hold at least one meeting within every six calendar months.
Frequency of Meetings as per Secretarial Standard-I:-
The Board should meet at least once in every three months, with a maximum interval of 120 days between
any two Meetings such that at least four Meetings are held in each year.
Meetings of Committees:-
Committees should meet at least as oGen as stipulated by the Board or as prescribed by any other authority.
(2) The participation of directors in a meeting of the Board may be either in person or through video
conferencing or other audio visual means, as may be prescribed, which are capable of recording and
recognising the participation of the directors and of recording and storing the proceedings of such
meetings along with date and time:
Meetings of Board through video conferencing or other audio visual means.- PROCEDURE:
A company shall comply with the following procedure, for convening and conducting the Board meetings
through video conferencing or other audio visual means.
D Every Company shall make necessary arrangements to avoid failure of video or audio visual
connection.
D The Chairperson of the meeting and the company secretary, zf any, shall take due and reasonable
care-
(a) to safeguard the integrity of the meeting by ensuring sufficient security and identification
procedures;
(b) to ensure availability of proper video conferencing or other audio visual equipment or facilities
for providing transmission of the communications for elective participation of the directors
and other authorised participants at the Board meeting;
(c) to record proceedings and prepare the minutes of the meeting;
(d) to store for safekeeping and marking the tape recording(s) or other electronic recording
mechanism as part of the records of the company at least before the time of completion of
audit of that particular year.
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(e) to ensure that no person other than the concerned director are a1ending or have access
to the proceedings of the meeting through video conferencing mode or other audio visual
means; and
(f) to ensure that participants a1ending the meeting through audio visual means are able to
hear and see the other participants clearly during the course of the meeting:
Provided that the persons, who are differently abled, may make request to the Board to allow a
person to accompany him.
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TIME, PLACE, DAY OF BOARD MEETING?
1
REVISED SS-1 Board Meeting can be held at any time (even outside INDIA),any place and any day.
IF DATE IS NOT
DECIDED AT THE
MEETING.
3. Proof of sending notice /agenda/notes /minutes and DELIEVERY shall be maintained by company
for atleast 3 years from the date of meeting.
4. Agenda-list of items.Act is silent about the despatch of agenda.
BUT REVISED SS-1 (1.10.2017) agenda ,notes to be sent to all directors by……….COURIER NOT
ALLOWED.
Page 89
NOTICE
Q The notice of the meeting shall be sent to all the directors in accordance with the provisions of sub-
section (3) of section 173 of the Act. Provided further that where there is quorum in a Meeting through
Physical Presence of Directors, any other Director may participate through Video-Conferencing or other
Audio - Visual means. In such Meeting on any ma1er specified under first proviso.
Q The notice of the meeting shall inform the directors regarding the option available to them to participate
through video conferencing mode or other audio visual means, and shall provide all the necessary
information to enable the directors to participate through video conferencing mode or other audio visual
means.
Q A director intending to participate through video conferencing or audio visual means shall communicate
his intention to the Chairperson or the company secretary of the company.
Q If the director intends to participate through video conferencing or other audio visual means, he shall
give prior intimation to that effect sufficiently in advance so that company is able to make suitable
arrangements in this behalf provided that such declaration shall not debar him from participation in the
meeting in person in which case he shall intimate the company sufficiently in advance of his intention to
participate in person.
Q The director, who desire, to participate may intimate his intention of participation through the electronic
mode at the beginning of the calendar year and such declaration shall be valid for one calendar year.
Q In the absence of any intimation under clause (c), it shall be assumed that the director shall a1end the
meeting in person.
PROCEEDINGS DURING THE MEETING:
Q At the commencement of the meeting, a roll call shall be taken by the Chairperson when every director
participating through video conferencing or other audio visual means shall state, for the record, the
following namely:-
(a) name;
(b) the location from where he is participating;
(c) that he has received the agenda and all the relevant material for the meeting; and
(d) that no one other than the concerned director is a1ending or having access to the proceedings of the
meeting at the location mentioned in clause (b);
Q Afier the roll call, the Chairperson or the Company Secretary shall inform the Board about the names
of persons other than the directors who are present for the said meeting at the request or with the
permission of the Chairperson and confirm that the required quorum is complete.
Q Explanation. - A director participating in a meeting through video conferencing or other audio visual
means shall be counted for the purpose of quorum, unless he is to be excluded for any items of business
under any provisions of the Act or the rules. In RPT transaction a director cannot vote
Q The Chairperson shall ensure that the required quorum is present throughout the meeting. With respect to
every meeting conducted through video conferencing or other audio visual means authorised under these
rules, the scheduled venue of the meeting as set forth in the notice convening the meeting, shall be deemed
to be the place of the said meeting and all recordings of the proceedings at the meeting shall he deemed to
be made at such place. The statutory registers which are required to be placed in the Board meeting as per
the provisions of the Act shall be placed at the scheduled venue of the meeting and where such registers
are required to be signed by the directors, the same shall be deemed to have been signed by the directors
participating through electronic mode, if they have given their consent to this effect and it is so recorded
in the minutes of the meeting. Every participant shall identify himself for the record before speaking on
any item of business on the agenda.
Page 90
Q If a statement of a director in the meeting through video conferencing or other audio visual means is
interrupted or garbled, the Chairperson or Company Secretary shall request for a repeat or reiteration by
the Director.
Q If a motion is objected to and there is a need to put it to vote, the Chairperson shall call the roll and note
the vote of each director who shall identify himself while casting his vote.
From the commencement of the meeting and until the conclusion of such meeting, no person other than the
Chairperson, Directors, Company Secretary and any other person whose presence is required by the Board
shall be allowed access to the place where any director is a1ending the meeting either physically or through
video conferencing without the permission of the Board.
At the end of discussion on each agenda item, the Chairperson of the meeting shall announce the summary
of the decision taken on such item along with names of the directors, if any, who dissented from the decision
taken by majority.
Act is silent about the time of signing minutes of BM by the CHAIRMAN
MINUTES
The minutes shall disclose the particulars of the directors who aMended the meeting through video conferencing
or other audio visual means.
The drafi minutes of the meeting shall be circulated among all the directors WITHIN FIFTEEN DAYS OF THE
MEETING either in writing or in electronic mode as may be decided by the Board.
Every director who aMended the meeting, whether personally or through video conferencing or other audio
visual means, shall confirm or give his comments in writing, about the accuracy of recording of the proceedings
of that particular meeting in the draƒ minutes, WITHIN SEVEN DAYS OR SOME REASONABLE TIME AS DECIDED
BY THE BOARD, aƒer receipt of the draƒ minutes failing which his approval shall be presumed.
Aƒer completion of the meeting, the minutes shall be entered in the minute book as specified under section
118 of the Act and signed by the Chairperson.
Explanation - For the purposes of this rule, “video conferencing or other audio visual means” means audio-
visual electronic communication facility employed which enables all the persons participating in a meeting to
communicate concurrently with each other without an intermediary and to participate effectively in the meeting.
4 Physically
Example: 7 Directors present(quorum=5)
3 Video conferencing
In the meeting merger proposal was to be discussed.
Ans: Here Quorum should be physically present. Ma1ers can’t be discussed as physical quorum is not present.
Page 91
(3) A meeting of the Board shall be called by giving not less than seven days’ notice in writing to every
director at his address registered with the company and such notice shall be sent by hand delivery or by
post or by electronic means:
Provided that a meeting of the Board may be called at shorter notice to transact urgent business subject
to the condition that AT LEAST ONE INDEPENDENT DIRECTOR, if any, shall be present at the meeting:
Provided further that in case of absence of independent directors from such a meeting of the Board,
decisions taken at such a meeting shall be circulated to all the directors and shall be final only on
ratification thereof by at least one independent director, if any.
Notice of a Board Meeting (Sec. 173 of the Companies Act, 2013)
(4) Every officer of the company whose duty is to give notice under this section and who fails to do so shall
be liable to a penalty of twenty-five thousand rupees.
NUMBER OF MEETING FOR OPC, SMALL COMPANY, DORMANT COMPANY
(5) A One Person Company, small company and dormant company shall be deemed to have complied with the
provisions of this section if at least one meeting of the Board of Directors has been conducted in each half
of a calendar year and the gap between the two meetings is not less than ninety days:
Provided that nothing contained in this sub-section and in section 174 shall apply to One Person Company
in which there is only one director on its Board of Directors.
Ex :- Yash Raj Pvt. Ld. :- Paid up share cpaital - 40 lakhs. Turnover - 1 Crore.
Ans. :- This is a small Co. so compliance of section 173(5) will be there.
Case - 1. If OPC has only 1 director.
According to sec- 122, any board resolution to be placed in the board minutes and the date mentioned therein
shall be deemed to be date of board meeting.
Page 91
(2) The continuing directors may act notwithstanding any vacancy in the Board; but, if and so long as their
number is reduced below the quorum fixed by the Act for a meeting of the Board, the continuing directors
or director may act for the purpose of increasing the number of directors to that fixed for the quorum, or
of summoning a general meeting of the company and for no other purpose.
Quorum should be present throughout the meeting
Quorum for meeting of the Board of section 8 companies shall be: -
(a) 8 members
(b) 25% of total strength of the Board
Whichever is less
In any case, the quorum shall not be less than 2 members
Quorum of Producer Co. 1/3 OR 3 whichever is higher
DISINTERESTED QUORUM
(3) Where at any time the number of interested directors exceeds or is equal to two-thirds of the total
strength of the Board of Directors, the number of directors who are not interested directors and present
at the meeting, being not less than two, shall be the quorum during such time.
Explanation -For the purposes of this sub-section,“interested director” means a director within the
meaning of sub-section (2) of section 184.
(4) Where a meeting of the Board could not be held for want of quorum, then, unless the articles of the
company otherwise provide, the meeting shall automatically stand adjourned to the same day at the
same time and place in the next week or if that day is a national holiday, till the next succeeding day,
which is not a national holiday, at the same time and place.
Explanation.--For the purposes of this section,--
(a) any fraction of a number shall be rounded off as one;
(b) “total strength” shall not include directors whose places are vacant.
Total Directors = 12; All 12 came; Interested Directors = 9
1
Is Q present?
Q should be 1/3 × 12 OR 2
-higher
Actual Directors 12
Interested Directors 9
Disinterested 3 Not present
Exception:
If no. of ID ≥ 2/3 of total strength
Then remaining disinterested directors (at least 2) forms the quorum
BOARD MEETING
Page 92
SECTION 175 PASSING OF RESOLUTION BY CIRCULATION
(1) No resolution shall be deemed to have been duly passed by the Board or by a
committee thereof by circulation, unless the resolution has been circulated in draG,
together with the necessary papers, if any, to all the directors, or members of the
commi†ee, as the case may be, at their addresses registered with the company in
India by hand delivery or by post or by courier, or through such electronic means
which may include E-mail or fax AND has been approved by a majority of the
directors or members, who are entitled to vote on the resolution:
Provided that, where not less than one-third of the total number of directors of
the company for the time being require that any resolution under circulation must
be decided at a meeting, the chairperson shall put the resolution to be decided at
a meeting of the Board.
(2) A resolution under sub-section (1) shall be noted at a subsequent meeting of the
Board or the committee thereof, as the case may be, and made part of the minutes
of such meeting.
Passing Resolution by Circulation (Sec. 175 of the Companies Act, 2013)
Resolution not to be 1/3rd of the total number of directors Effect : Resolution shall not
passed by circulation require that the resolution be decided at BM be passed by circulation
Other points
• Noted
Resolution passed by Subsequent BM
• Included in minutes
circulation
Note: Revised SS 1 The chairman of the BOD/ in absence of chairman any director (other than interested
director) shall decide that matter can be decided by CIRCULATION.
Page 93
Page 94
Page 95
CHAPTER 5
Board Committees
A board committee is a small working group identified by the board, consisting of board members, for
the purpose of supporting the board’s work .Committees are usually formed as a means of improving
board effectiveness and efficiency, in areas where more fo
cused, specialized and technical discussions are required. Committees thus have an important role :
To strengthen the governance arrangements of the company and support the Board in the
achievement of the strategic objectives of the company.
To strengthen the role of the Board in strategic decision making and supports the role of
non-executive directors in challenging executive management actions.
To maximise the value of the input from non-executive directors, given their limited time
commitment.
To support the Board in fulfilling its role, given the nature and magnitude of the agenda.
COMMITTEE MANAGEMENT
1. Committees function in accordance with the terms of reference established by the board.
2. Committees may be standing committees; or ad-hoc committees that cease when the
activities are completed. Standing committees should be included in the articles or bylaws.
3. Committees recommend policy for approval by the entire board.
4. Committees make full use of board members’ expertise, time and commitment, and ensure
diversity of opinions on the board.
5. They do not supplant responsibility of each board member; they operate at the board level
and not the staff level.
6. Minutes should be recorded for all Committee meetings and final minutes are required to
be placed before the Board.
SECTION 177
AUDIT COMMITTEE
(1) The Board of Directors of every listed Public company and following companies, shall constitute an
Audit Committee.
The board of directors of every listed company and a company covered under rule 4 of the Companies
(Appointment and Qualification of Directors) Rules,2014 shall constitute an “Audit CommiMee” and a
“Nomination and Remuneration CommiMee ofs the Board”
If a company is not required to appoint independent director then no need to constitute such commiMee
Explanation. - The paid up share capital or turnover or outstanding loans, or borrowings or debentures or
deposits, as the case may be, as existing on the date of last audited Financial Statements shall be taken into
account for the purposes of this rule.
NUMBER OF DIRECTORS REQUIRED
(2) The Audit Commi†ee shall consist of a minimum of three directors with independent directors forming
a majority:
Provided that majority of members of Audit Commi†ee including its Chairperson shall be persons with
ability to read and understand, the financial statement.
In listed companies at least 2/3rd will be independent directors as per Clause 49 of Listing Agreement.
Further Audit commi†ee in case of Section 8 companies can be formed without independent directors.
FUNCTIONS OF COMMITTEE
(4) Every Audit Committee shall act in accordance with the terms of reference specified in writing by the
Board which shall, inter alia, include,--
(a) the recommendation for appointment, remuneration and terms of appointment of auditors of the
company;
(appointment and terms of appointment shall not be the part of terms of reference of audit
commi†ee in case of Government Companies)
(b) review and monitor the auditor’s independence and performance, and effectiveness of audit
process;
(c) examination of the financial statement and the auditors’ report thereon;
(d) approval or any subsequent modification of transactions of the company with related parties;
X Ltd
41
unlisted public co. ID at least 2
Audit Committee — 5 directors Co is having 2 ID
149
177 here No. of ID
Should be 3 to Comply with 177
Provided that the Audit Commi†ee may make omnibus approval for related party transactions
proposed to be entered into by the company subject to such conditions as may be prescribed.
Provided further that in case of transaction, other than transactions referred to in section 188 and
where Audit Commi†ee does not approve the transaction, it shall make its recommendations to
the Board;
Provided also that in case any transaction involving any amount not exceeding one crore rupees
is entered into by a director or officer of the company without obtaining the approval of the
Audit Commi†ee and it is not ratified by the Audit Commi†ee within three months from the date
of the transaction, such transaction shall be voidable at the option of the Audit Commi†ee and
if the transaction is with the related party to any director or is authorised by any other director,
the director concerned shall indemnify the company against any loss incurred by it :
Provided also that the provisions of this clause shall not apply to a transaction, other than a
transaction referred to in section 188, between a holding company and its wholly owned
subsidiary company.
(e) scrutiny of inter-corporate loans and investments;
(f) valuation of undertakings or assets of the company, wherever it is necessary;
(g) evaluation of internal financial controls and risk management systems;
(h) monitoring the end use of funds raised through public offers and related ma†ers.
(5) The Audit Commi†ee may call for the comments of the auditors about internal control systems, the
scope of audit, including the observations of the auditors and review of financial statement before their
submission to the Board and may also discuss any related issues with the internal and statutory auditors
and the management of the company.
(6) The Audit Committee shall have authority to investigate into any matter in relation to the items specified
in sub-section (4) or referred to it by the Board and for this purpose shall have power to obtain professional
advice from external sources and have full access to information contained in the records of the company.
(7) The auditors of a company and the key managerial personnel shall have a right to be heard in the
meetings of the Audit Commi†ee when it considers the auditor’s report but shall not have the right to
vote.
(8) The Board’s report under sub-section (3) of section 134 shall disclose the composition of an
Audit Commi†ee and where the Board had not accepted any recommendation of the Audit
Committee, the same shall be disclosed in such report along with the reasons therefor.
(9) Every listed company or the Companies which accept deposits from banks or the Companies the
public financial institutions in excess of fi†y crore rupees, shall ESTABLISH A VIGIL MECHANISM
FOR DIRECTORS AND EMPLOYEES to report genuine concerns in such manner as may be
prescribed.
(10) The vigil mechanism under sub-section (9) shall provide for adequate safeguards against
victimization of persons who use such mechanism and make provision for direct access to the chairperson
of the Audit Commi†ee in appropriate or exceptional cases:
Provided that the details of establishment of such mechanism shall be disclosed by the company on its
website, if any, and in the Board’s report.
SET UP OF VIGIL MECHANISM:
The companies which are required to constitute an audit commiMee shall oversee the vigil mechanism
through the Audit commiMee and if any of the members of the commi1ee have a conflict of interest in a given
case, they should recuse themselves and the others on the commi1ee would deal with the ma1er on hand.
In case of other companies the Board of directors shall nominate a director to play the role of audit commiMee
for the purpose of vigil mechanism to whom other directors and employees may report their concerns.
The vigil mechanism shall provide for adequate safeguards against victimization of employees and directors
who avail of the vigil mechanism and also provide for direct access to the Chairperson of the Audit CommiMee
or the director nominated to play the role of Audit Commi1ee, as the case may be, in exceptional cases.
In case of repeated frivolous complaints being filed by a director or an employee, the audit commi1ee or the
director nominated to play the role of audit commi1ee may take suitable action against the concerned
director or employee including reprimand.
Manners of Case 1 : The company is required to Case II : The company is not required to
Establishment of Vigil constitute an audit committee constitute an audit committee
Mechanism
(1) The Board of Directors of EVERY LISTED PUBLIC COMPANY and following companies, shall constitute the
Nomination and Remuneration Commi†ee consisting of THREE OR MORE NONEXECUTIVE DIRECTORS
out of which not less than one-half shall be independent directors :
The board of directors of every listed company and a company covered under rule 4 of the Companies
(Appointment and Qualification of Directors) Rules,2014 shall constitute an “Audit CommiMee” and a
“Nomination and Remuneration CommiMee ofs the Board”
Explanation. - The paid up share capital or turnover or outstanding loans, or borrowings or debentures or
deposits, as the case may be, as existing on the date of last audited Financial Statements shall be taken into
account for the purposes of this rule.
Provided that the chairperson of the company (whether executive or non-executive) may be appointed
as a member of the Nomination and Remuneration Commi†ee but shall not chair such Commi†ee.
FUNCTION OF COMMITTEE
(2) The Nomination and Remuneration Commi†ee shall identify persons who are qualified to become
directors and who may be appointed in senior management in accordance with the criteria laid down,
recommend to the Board their appointment and removal and shall specify the manner for effective
evaluation of performance of Board, its commi†ees and individual directors to be carried out either
by the Board, by the Nomination and Remuneration Commi†ee or by an independent external agency
and review its implementation and compliance.
(3) The Nomination and Remuneration Committee shall formulate the criteria for determining qualifications,
positive a†ributes and independence of a director and recommend to the Board a policy, relating to the
remuneration for the directors, key managerial personnel and other employees.
(4) The Nomination and Remuneration Committee shall, while formulating the policy under subsection (3)
ensure that--
(a) the level and composition of remuneration is reasonable and sufficient to attract, retain and
motivate directors of the quality required to run the company successfully;
(b) relationship of remuneration to performance is clear and meets appropriate performance
benchmarks; and
(c) remuneration to directors, key managerial personnel and senior management involves a balance
between fixed and incentive pay reflecting short and long-term performance objectives appropriate
to the working of the company and its goals:
Provided that such policy shall be placed on the website of the company, if any, and the salient
features of the policy and changes therein, if any, along with the web address of the policy, if any,
shall be disclosed in the Board’s report.
STAKEHOLDERS RELATIONSHIP COMMITTEE (>=1001)
(5) The Board of Directors of a company which consists of more than one thousand shareholders,
debenture-holders, deposit-holders and any other security holders at any time during a financial year
shall constitute a Stakeholders Relationship Commi†ee consisting of a chairperson who shall be a non-
executive director and such other members as may be decided by the Board.
(6) The Stakeholders Relationship Commi†ee shall consider and resolve the grievances of security holders
of the company.
(1) The Board of Directors of a Company shall be entitled to exercise all such powers, and to do all such acts
and things, as the company is authorised to exercise and do :
Provided that in exercising such power or doing such act or thing, the Board shall be subject to the
provision contained in that behalf in this act, or in the memorandum or articles, or in any regulations not
inconsistent therewith and duly made thereunder, including regulations made by the company in general
meeting:
Provided further that the Board SHALL NOT EXERCISE ANY POWER or do any act or thing which is directed
or required, whether under this Act or by the memorandum or articles of the company or otherwise, to be
exercise or done by the company in general meeting
(2) No regulation made by the company in general meeting shall invalidate any prior act of the Board which
would have been valid if that regulation had not been made.
In case of Section 8 companies Power to borrow monies; power to invest the funds of the company;
and power to grant loans or give guarantee or provide security in respect of loans may be exercised by
the Board by way of circular resolution.
Explanation I.--Nothing in clause (d) shall apply to borrowings by a banking
company from other banking companies or from the Reserve Bank of India, the
State Bank of India or any other banks established by or under any Act.
Explanation II.--In respect of dealings between a company and its bankers, the
exercise by the company of the power specified in clause (d) shall mean the
arrangement made by the company with its bankers for the borrowing of money by
way of overdraG or cash credit or otherwise and not the actual day-to-day operation
on overdraG, cash credit or other accounts by means of which the arrangement so
made is actually availed of.
Nothing in this section shall be deemed to affect the right of the company in general meeting to impose
restrictions and conditions on the exercise b
CORPORATE SOCIAL RESPONSIBILITY COMMITTEE
Section 135 (1) read with rule 3 of Companies (Corporate Social Responsibility Policy) Rules, 2014,
mandates that every company which fulfils any of the following criteria during any of the three
preceding financial years shall constitute a CSR Committee –
OTHER COMMITTEES
1. Corporate Governance Committee: The Corporate Governance Committee is responsible for
considering and making recommendations to the Board concerning the appropriate size,
functions and needs of the Board. A company may constitute this Committee to develop and
recommend the board a set of corporate governance guidelines applicable to the company,
implement policies and processes relating to corporate governance, to review, periodically,
the corporate governance guidelines of the company.
2. Regulatory, Compliance & Government Affairs Committee:
The primary objective of the Compliance Committee is to review, oversee, and
monitor.
1. What is the need and what are the advantages of Committee Management?
2. What are the mandatory committees of board?
3. A key element in Corporate Governance process of any organization is its Audit Cpmmittee.
4. Discuss in detail about nomination and remuneration committee.
5. Explain the importance of constitution of Risk Management Committee?
6. ICSI Recommendations to strengthen Corporate Governance framework.
7. Short notes:
Fraud Monitoring Committee.
Performance Appraisal Review Committee.
CHAPTER 6
Importance of Some points highlighting the importance of corporate policies are given
corporate policies below-
Policies are necessary to perform the business activities in a smooth
way.
Corporate polices offer clear cut courses for achievement of
organizational goals.
Corporate Policies present you with instructions and a platform for
making decisions.
Policies promote delegation of the power of making decisions.
Properly formulated corporate policies give a direction in which all
management pursuits are targeted.
Policies provide steadiness to the action of the members of the
organization.
It helps in dealing with the issues for optimal utilization of limited
resources.
Sound policies aid in developing good public image of an
organization.
They act as tool for co-ordination and control.
Nomination
Risk Vigil
ans
CSR Policy Management Machanisam
Remunaration
Policy Policy
Policy
The provisions of the Companies Act, 1956 and Companies Act, 2013,
and the rules, regulations, circulars or guidelines made thereunder.
4. Policy for Determining ‘Material’ Subsidiary: “Material subsidiary”
shall mean a subsidiary, whose income or net worth exceeds 20% of
the consolidated income or net worth respectively, of the listed
entity and its subsidiaries in the immediately preceding accounting
year. The listed entity shall formulate a policy for determining
‘material’ subsidiary. [Regulation 16(2)(c)]
5. Policy on Materiality of Related Party Transactions: A transaction
with a related party shall be considered material if the transaction(s)
to be entered into individually or taken together with previous
transactions during a financial year, exceeds ten percent of the
annual consolidated turnover of the listed entity as per the last
audited financial statements of the listed entity. The listed entity
shall formulate a policy on materiality of related party transactions
and on dealing with related party transactions. [Regulation 23(1)]
6. Policy for determination of materiality of events: The listed entity
shall frame a policy for determination of materiality, duly approved
by its board of directors, which shall be disclosed on its website. The
policy shall be based on the following criteria for determination of
materiality of events/ information:
The omission of an event or information, which is likely to
result in discontinuity or alteration of event or information
already available publicly; or
The omission of an event or information is likely to result in
significant market reaction if the said omission came to light
at a later date;
In case where the criteria specified in sub-clauses (a) and (b)
are not applicable, an event/ information may be treated as
being material if in the opinion of the board of directors of
listed entity, the event / information is considered material.
7. Whistle Blower Policy: The listed entity shall formulate a vigil
mechanism for directors and employees to report genuine concerns
under which they can have direct access to the chairperson of the
audit committee in appropriate or exceptional cases and formulate
and disclose whistle blower policy. [Regulation 22 and 46 (2) (e)]
8. Policy relating to the remuneration of the directors, key managerial
personnel and other employees: The listed entity shall formulate a
policy on the remuneration of the directors, key managerial
personnel and other employees. [Part- D, Schedule II (1)]
9. Policy on board diversity: The listed entity shall formulate a policy on
diversity of board of directors is mentioned as a role of nomination
and remuneration committee. [Part- D, Schedule II (3)]
10. Dividend Distribution Policy: Regulation 43A provides that-
The top five hundred listed entities based on market
capitalization (calculated as on March 31 of every financial
year) shall formulate a dividend distribution policy which
shall be disclosed in their annual reports and on their
websites.
The dividend distribution policy shall include the following
parameters:
the circumstances under which the shareholders of
the listed entities may or may not expect dividend;
the financial parameters that shall be considered
while declaring dividend;
internal and external factors that shall be
considered for declaration of dividend;
policy as to how the retained earnings shall be
utilized; and
parameters that shall be adopted with regard to
various classes of shares:
SECTION 135(3)(A) The Central Government many prescribe an abridged Board’s report, for
the purpose of compliance with this section by
Section 134 FINANCIAL STATEMENT, BOARD’S REPORT, ETC.
A signed copy of every financial statement, including consolidated financial statement, if any, shall
be issued, circulated or published along with a copy each of—
1. any notes annexed to or forming part of such financial statement;
2. the auditor’s report; and
3. the Board’s report referred to in sub-section (3).
If a company contravenes the provisions of this section, the company shall be punishable with fine
which shall not be less than fifty thousand rupees but which may extend to twenty-five lakh
rupees and every officer of the company who is in default shall be punishable with imprisonment
for a term which may extend to three years or with fine which shall not be less than fifty thousand
rupees but which may extend to five lakh rupees, or with both.
Section 178(4) states that the Board’s Report shall include a policy
formulated by Nomination and Remuneration Committee. The policy shall
ensure that :
the level and composition of remuneration is reasonable
and sufficient to attract, retain and motivate directors of the
quality required to run the company successfully;
relationship of remuneration to performance is clear and
meets appropriate performance benchmarks; and
Remuneration to directors, key managerial personnel and
senior management involves a balance between fixed and
incentive pay reflecting short and long-term performance
objectives appropriate to the working of the company and
its goals.
Under section 177(8), Board’s Report shall disclose the composition of audit
committee and shall also disclose the recommendation of the audit
committee which is not accepted by the board along with reasons thereof.
As per section 204(1) every listed company and other prescribed companies
in Rule 9 Companies (Appointment & Remuneration of Managerial
Personnel) Rules, 2014 shall annex the secretarial audit report given by a
Company Secretary in practice with Board’s Report. Board in its report shall
explain any qualification or observation or other remarks made by the
Company Secretary in Practice.
Section 135(2) provides that the Board’s report under sub-section (3) of
section 134 shall disclose the composition of the Corporate Social
Responsibility Committee.
Under SEBI (Listing Under SEBI (Listing Obligations and Disclosure Requirements) Regulations,
Obligations and 2015:
Disclosure
Prior Intimations (Regulation 29)
Requirements)
Disclosure of Events or Information [Regulation (30)]
Regulations, 2015
Disclosures of Financial Results [Regulation (33)]
Annual Report Disclosures [Regulation (34)]
Website Disclosures [Regulation (46)]
Any company whose securities are listed on a stock exchange may, at its
discretion require any other connected person or class of connected persons
to make disclosures of holdings and trading in securities of the company in
such form and at such frequency as may be determined by the company in
order to monitor compliance with these regulations.
1. What are the mandatory policies to be formulated under Companies Act 2013? Describe in
brief.
2. What are the disclosure pertaining to financial requirements under SEBI LODR Regulations,
2015?
3. Draft a sample corporate governance report of a listed company.
4. Write short note on CSR Policy.
5. Write in brief about various policies under SEBI LODR Regulations, 2015.
6. What are the contents of Management Discussion and Analysis report?
7. What the disclosures to be made in Corporate Governance Report?
8. What are the Financial Information which are required to be disclosed on the website of the
company as per regulation 46 of SEBI [LODR] Regulations ,2015.
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100
Page
101
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102
CHAPTER 7
ACCOUNTING AND AUDIT RELATED ISSUES, RPTS AND VIGIL MECHANISM
Sec 141(3) The following persons shall not be eligible for appointment as an auditor of a
company, namely:—
(a) a body corporate other than a limited liability partnership registered
under the Limited Liability Partnership Act, 2008;
(b) an officer or employee of the company;
(c) a person who is a partner, or who is in the employment, of an officer or
employee of the company;
(d) a person who, or his relative or partner—
(1) is holding any security of or interest in the company or its
subsidiary, or of its holding or associate company or a subsidiary
of such holding company:
Provided that the relative may hold security or interest in the
company of face value not exceeding one lakh rupees;
If the relative is holding securities more than 1 lakh rupees he has
to disposed it of within 60 days.
(2) is indebted to the company, or its subsidiary, or its holding or
associate company or a subsidiary of such holding company, in
excess of five lakh rupees; or
(3) has given a guarantee or provided any security in connection with
the indebtedness of any third person to the company, or its
subsidiary, or its holding or associate company or a subsidiary of
such holding company, in excess of one lakh rupees;
(e) a person or a firm who, whether directly or indirectly, has “business
relationship” with the company, or its subsidiary, or its holding or
associate company or subsidiary of such holding company or associate
company of such nature as may be prescribed;
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103
The term “business relationship” means any commercial transaction but
excludes as follows:
(i) commercial transactions which are in the nature of professional services
permitted to be rendered by an auditor or audit firm under the Act and the
Chartered Accountants Act, 1949 and the rules or the regulations made
under those Acts;
(ii) commercial transactions which are in the ordinary course of business of the
company at arms length price - like sale of products or services to the auditor, as
customer, in the ordinary course of business, by companies engaged in the
business of telecommunications, airlines, hospitals, hotels and such other similar
businesses.
(f) a person whose relative is a director or is in the employment of the
company as a director or key managerial personnel;
Notes:
Ans: No
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104
d) Is a PERSON, Who is his RELATIVE or a partner
Is holding
The
company
Its holding
Its Associate company
company
Subsidiary
of a holding
Subsidiary of company
a Associate
company Page Its
104 Subsidiary
company
6 KA CHAKRAVYUH SPECIAL CASE
this purpose the Companies (Audit and Auditors) Amendment Rules, 2015
(“Audit Amendment Rules”), were notified on December 15, 2015.
Under the earlier provisions, any fraud being committed against the company
by its officers or employees was required to be reported to the Central
Government. Now a threshold of ` 1 crore has been inserted.
If the auditor does discover a fraud of ` 1 crore or above, then the auditor must
report the fraud to the board of directors or the audit committee of the
company (as the case may be) not later than 2 days of discovery of the fraud.
Then the board of directors or audit committee is required to give its reply or
observations to the auditor within 45 days, which is to be forwarded to the
Central Government, failing which, the auditor shall forward his own report to
the central government with a note mentioning that no reply or observations
were received from the board of directors or the audit committee of the
company within the prescribed 45 days.
For a fraud below ` 1 crore, the auditor is required to report the fraud to the
board of directors or the audit committee not later than 2 days of its discovery
specifying the name of the fraud committed with a description of the same, the
approximate involved and the parties involved in the fraud. Then, in the report
of the board of directors for that financial year, the above mentioned details
shall be provided along with the remedial action which was taken resultant to
the fraud which was committed.
Reporting of Fraud by an Auditor (Sec. 143(12) to (15) of the Companies Act,
2013
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105
employees of the company
Auditor is required to report such
material Fraud
Provisions The provisions of this section shall mutatis mutandis apply to—
applicable to
(a) the cost accountant conducting cost audit under section 148; or
other auditors (b) the company secretary in practice conducting secretarial audit under section
(Sec 143(14)) 204.
Punishment for If any auditor, cost accountant or company secretary in practice do not comply
Non- with the provisions of sub-section (12), he shall be punishable with fine which
compliance shall not be less than one lakh rupees but which may extend to twenty-five lakh
(Sec 143(15)) rupees.
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AUDITORS SUSPECT FRAUD
If
YES Individual NO
Frauds
Report to Audit
Within 2 Days of knowledge of the 1 Crore
fraud. Report to Audit
Committee
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107
after completion of 45 days
Report to Central Government
Within 15 days of receiving the reply ADT - 4 + Letter Head to
Secretary MCA + their replies +
Auditors Comment on that reply
by speed post / Reg. post e-mail
Services to be An auditor appointed under this Act shall provide to the company only such
approved other services as are approved by the Board of Directors or the audit committee,
as the case may be,
Prohibited An auditor shall not include any of the following services (whether such services
Services are rendered directly or indirectly to the company or its holding company or
subsidiary company, namely:—
(a) accounting and book keeping services;
(b) internal audit;
(c) design and implementation of any financial information system;
(d) actuarial services;
(e) investment advisory services;
(f) investment banking services;
(g) rendering of outsourced financial services;
(h) management services; and
(i) any other kind of services as may be prescribed:
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108
MANDATORY ROTATION OF AUDITORS
5+5
LISTED COMPANY
PWC LTD
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109
PWC HYDERABAD PWC BANGALORE
5+5
LISTED
COMPANY
COOLING PERIOD
LISTED
COMPANY
New firm formed by partner who was in charge of firm and use
sign financial statements wont be eligible for next 5 years
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110
also be ineligible to be appointed for a period of 5 years
AUDITING STANDARDS
The Standards on Auditing have been accorded legal sanctity in the under the Companies Act
2013. Auditors are now mandatorily bound by to ensure compliance with Standards on Auditing.
As per Section 143(2) of the Companies Act 2013, the auditor shall make a report to the
members of the company on the accounts examined by him and on every financial statements
which are required by or under this Act to be laid before the company in general meeting and
the report shall after taking into account the provisions of this Act, the accounting and auditing
standards and matters which are required to be included in the audit report under the
provisions of this Act or any rules made thereunder or under any order made under sub-section
(11) and to the best of his information and knowledge, the said accounts, financial statements
give a true and fair view of the state of the company’s affairs as at the end of its financial year
and profit or loss and cash flow for the year and such other matters as may be prescribed.
As per Section 143(9) of the Companies Act 2013, it is the duty of every auditor to comply with
the auditing standards.
The Section 143(10) confers power to the Central Government to prescribe the standards of
auditing as recommended by the Institute of Chartered Accountants of India in consultation
with the National Financial Reporting Authority:
However, until any auditing standards are notified, any standard or standards of auditing
specified by the Institute of Chartered Accountants of India shall be deemed to be the auditing
standards.
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111
Mandatory for certain
1) Following companies as prescribed below shall be required to appoint
companies only
an internal auditor, who shall either be a chartered accountant or a cost
accountant, or such other professional as may be decided by the Board to
conduct internal audit of the functions and activities of the company.
The following class of companies shall be required to appoint an internal
auditor or a firm of internal auditors, namely:-
a) every listed company;
b) every unlisted public company having:-
paid up share capital of FIFTY CRORE RUPEES or more during the
preceding financial year; or
turnover of TWO HUNDRED CRORE RUPEES or more during the
preceding financial year; or
outstanding loans or borrowings from banks or public financial
institutions exceeding ONE HUNDRED CRORE RUPEES or more at
any point of time during the preceding financial year; or
outstanding deposits of TWENTY FIVE CRORE RUPEES or more at
any point of time during the preceding financial year; and
c) every private company having-
turnover of TWO HUNDRED CRORE RUPEES or more during the
preceding financial year; or
outstanding loans or borrowings from banks or public financial
institutions exceeding ONE HUNDRED CRORE RUPEES or more at
any point of time during the preceding financial year
Provided that an existing company covered under any of the above criteria shall
comply with the requirements of section 138 and this rule within six months of
commencement of such section.
Explanation. - For the purposes of this rule -
the internal auditor may or may not be an employee of the
company;
the term “Chartered Accountant” shall mean a Chartered
Accountant whether engaged in practice or not
Who determines the
2)The Audit Committee of the company or the Board shall, in
scope?
consultation with the Internal Auditor, formulate the scope,
functioning, periodicity and methodology for conducting the internal audit.
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112
Public Company 50 Cr or 200 Cr or 100 Cr or 25 Cr or
more more more more
1. Are the following companies required to conduct internal audit as per Sec 138
i. Unlisted Public Company with paid up capital 48 crore and turnover 250 crore
ii. Private company with paid up capital 55 crore
iii. Private Company whose turnover is 250 crore
2. What qualification is prescribed for internal auditor?
3. Who determine the scope of Internal auditor?
4. Can an employee of the company be appointed as internal auditor?
5. Can a chartered accountant, not in practice be appointed as internal auditor?
SECRETARIAL AUDIT
As per section 204(1) of Companies Act, 2013 read with rule 9 of the Companies (Appointment and
Remuneration of Managerial Personnel) Rules, 2014, the following companies are required to obtain
Secretarial Audit Report:
Every listed company;
Every public company having a paid-up share capital of fifty crore rupees or more; or
Every public company having a turnover of two hundred fifty crore rupees or more.
Every company having outstanding loans or borrowings from banks or public financial
institutions of one hundred crore rupees or more. (new provision)* (03-01-2020)
Regulation 24A of SEBI (LODR) regulations, 2015 provides that, every listed entity and its material
unlisted subsidiaries incorporated in India shall undertake secretarial audit and shall annex with its
annual report, a secretarial audit report, given by a company secretary in practice, in such form as may
be specified with effect from the year ended March 31, 2019.
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113
CG Constitutes Financial Reporting Authority to provide for matters relating to accounting
NFRA and auditing standards under this Act. NFRA shall perform such its functions
through such divisions as may be prescribed
(1A) The National Financial Reporting Authority shall perform its functions
through such divisions as may be prescribed
Section 132(2) Notwithstanding anything contained in any other law for the time being in
force, the National Financial Reporting Authority shall--
Role of NFRA
(a) make recommendations to the Central Government on the formulation
and laying down of accounting and auditing policies and standards for
adoption by companies or class of companies or their auditors, as the case
may be;
(b) monitor and enforce the compliance with accounting standards and
auditing standards in such manner as may be prescribed;
(c) oversee the quality of service of the professions associated with ensuring
compliance with such standards, and suggest measures required for
improvement in quality of service and such other related matters as may be
prescribed; and
(d) perform such other functions relating to clauses (a), (b) and (c) as may be
prescribed.
Constitution of (1) chairperson, who shall be a person of eminence and having expertise
NFRA and its in accountancy, auditing, finance or law to be appointed by the
Composition Central Government and
(2) SUCH OTHER MEMBERS NOT EXCEEDING FIFTEEN consisting of part-
time and full-time members as may be prescribed:
Provided that the terms and conditions and the manner of appointment of
the chairperson and members shall be such as may be prescribed:
Provided further that the chairperson and members shall make a declaration
to the Central Government in the prescribed form regarding no conflict of
interest or lack of independence in respect of his or their appointment:
Provided also that the chairperson and members, who are in full-time
employment with National Financial Reporting Authority shall not be
associated with any audit firm (including related consultancy firms) during the
course of their appointment and two years after ceasing to hold such
appointment.
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114
3B) There shall be an executive body of the National Financial Reporting
Authority consisting of the Chairperson and full-time members of such
authority for effective discharge of its functions under sub-section(2)[other
than clause(a) and sub-section (4).]
Section 132(4) Notwithstanding anything contained in any other law for the time being in
force, the National Financial Reporting Authority shall -
Powers of NFRA
(a) have the power to investigate, either suo motu or on a reference made to
it by the Central Government, for such class of bodies corporate or persons, in
such manner as may be prescribed into the matters of professional or other
misconduct committed by any member or firm of chartered accountants,
registered under the Chartered Accountants Act, 1949 (38 of 1949):
(b) have the same powers as are vested in a civil court under the Code of Civil
Procedure, 1908 (5 of 1908), while trying a suit, in respect of the following
matters, namely:--
(ii) summoning and enforcing the attendance of persons and examining them
on oath;
(iii) inspection of any books, registers and other documents of any person
referred to in clause (b) at any place;
(I) not less than one lakh rupees, but which may extend to five times of the
fees received, in case of individuals; and
(II) not less than Five lakh rupees, but which may extend to ten times of the
fees received, in case of firms;
(B) debarring the member or the firm from engaging himself or itself from
being appointed as an Auditor or internal auditor of any company or body
corporate Or from performing any valuation service u/s 247 for a minimum
period of six months or for such higher period not exceeding ten years as may
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115
be decided by the National Financial Reporting Authority.
Section 132(5) Any person aggrieved by any order of the National Financial Reporting
Authority issued under clause (c) of sub-section (4), may prefer an appeal
Appeal to NCLAT
before the Appellate Authority constituted under sub-section (6) in such
manner as may be prescribed.
Section Omitted-
132(6,7,8,9)
Section 132(10) The National Financial Reporting Authority shall meet at such times and
places and shall observe such rules of procedure in regard to the transaction
Meeting
of business at its meetings in such manner as may be prescribed.
Section 132(11) The Central Government may appoint a secretary and such other employees
as it may consider necessary for the efficient performance of functions by the
Secretary
National Financial Reporting Authority under this Act and the terms and
conditions of service of the secretary and employees shall be such as may be
prescribed.
Section 132(12) The head office of the National Financial Reporting Authority shall be at New
Delhi and the National Financial Reporting Authority may, meet at such other
Officers
places in India as it deems fit.
Section 132(13) The National Financial Reporting Authority shall cause to be maintained such
books of account and other books in relation to its accounts in such form and
Books- C & AG
in such manner as the Central Government may, in consultation with the
Comptroller and Auditor-General of India prescribe.
Section 132(14) The accounts of the National Financial Reporting Authority shall be audited
by the Comptroller and Auditor-General of India at such intervals as may be
Audit- C & AG
specified by him and such accounts as certified by the Comptroller and
Auditor-General of India together with the audit report thereon shall be
forwarded annually to the Central Government by the National Financial
Reporting Authority.
Section 132(15) The National Financial Reporting Authority shall prepare in such form and at
such time for each financial year as may be prescribed its annual report giving
Parliament
a full account of its activities during the financial year and forward a copy
thereof to the Central Government and the Central Government shall cause
the annual report and the audit report given by the Comptroller and Auditor-
General of India to be laid before each House of Parliament.
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116
SEC 133 Central Government to Prescribed Accounting Standards
Page
117
Companies Subsidiary Joint
venture or Associate
Company covered in
(a) and(b) above This
may also apply fellow
subsidiary companies
while preparing CFS of
the holding companies
Exemptions– The insurance companies, banking companies and non-banking
finance companies, company listed at SME Stock Exchange. shall not be
required to apply Indian Accounting Standards (Ind AS) for preparation of
their financial statements either voluntarily or mandatorily as specified in
sub-rule (1) of rule 4.
GAAP
NEW VERSION
IND AS
(PREPARED IN LINE WITH IFRS)
2 OPTIONS
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118
1) A ltd Holding Co 2nd observation
Unlisted Indian Co
(NW 200 Cr)
Is IND AS applicable
K Ltd ? Yes (1st It will start from here)
A Ltd? Yes (Due to holding Co. of K Ltd)
J Pvt Ltd? Yes (Because it is subsidiary of A Ltd)
2) A ltd Holding Co
Unlisted Indian Co
(NW 200 Cr)
Is IND AS applicable
Korea No
A ltd No
J Pvt Ltd No
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119
SECTION 188
Provided that clause (ix) will not apply to a private company. (Amendment)
“relative”, with reference to any person, means any one who is related to another, if—
(i) they are members of a Hindu Undivided Family;
(ii) they are husband and wife; or
(iii) one person is related to the other in such manner as may be prescribed; The Rules prescribed as
under:
A person shall be deemed to be the relative of another, if he or she is related to another in the following
manner, namely:-
(1) Father: Provided that the term “Father” includes step-father.
(2) Mother: Provided that the term “Mother” includes the step-mother.
(3) Son: Provided that the term “Son” includes the step-son.
(4) Son’s wife. (Explanation :- For the purpose of this clause, “the investing company or the venturer
of a
company” means a body corporate whose investment in the company would result in the company
becoming an associate company of the body corporates.)
(5) Daughter.
(6) Daughter’s husband.
(7) Brother: Provided that the term “Brother” includes the step-brother;
(8) Sister: Provided that the term “Sister” includes the step-sister. Exceptions:
• Person giving advise, directors or instructions in a professional capacity will not be deemed to be a
‘related party’
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• transactions entered into by the company in the ordinary course of their business if such transactions
are on arm’s length basis:
OR in GM NOT REQUIRED IF the transactions is entered between holding and 100% subsidiary. 5th
proviso to sec 188(1)
“The requirement of passing the resolution under fi rst proviso shall not be applicable for transacti
ons entered into between a holding company and its wholly owned subsidiary whose accounts are
consolidated with such holding company and placed before the shareholders at the general meeting
for approval inserted by Companies (Amendment) Act 2015.”
MCA Circular on Government Companies
“The related party transaction between two Government companies are exempted from obtaining
approval by ordinary and Board resolution ”
IF a Co. is required to form an audit committee then audit committee approval required.
(1) BR at BM before entering into RPT. Except with the consent of the Board of Directors given by a
resolution
at a mee ti ng of the Board and subject to such conditions as prescribed below, no company shall enter
into
any contract or arrangement with a related party with respect to--
(a) sale, purchase or supply of any goods or materials;
(b) selling or otherwise disposing of, or buying, property of any kind;
(c) leasing of property of any kind;
(d) availing or rendering of any services;
(e) appointment of any agent for purchase or sale of goods, materials, services or property;
(f) such related party’s appointment to any office or place of profit in the company, its subsidiary
company or associate company; and
(g) underwriting the subscription of any securities or derivatives thereof, of the company:
(2) Prior ordinary resolution if certain limits on the next page are crossed.
(3) Register as per MBP-4 (sec 189)
(4) Disclosures in board’s report.
Step 1 and Step 2 not required if RPT transaction is in ordinary course of business and at arm’s
length in case of unlisted companies. But details to be entered in MBP-4.
If a listed Co. enters into Material RPT OR in GM required even if transaction is in ordinary course of
business AND at arm’s length (Refer Q-2)
provided that no members shall vote at shareholders meeting if such member is a related party
Provided also that nothing contained in the second proviso shall apply to a company in which ninety per
cent
or more members, in number, are relatives of promoters or are related parties.
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CONDITIONS:
A company shall enter into any contract or arrangement with a related party subject to the following
conditions,
namely:-
(1) The agenda of the Board meeting at which the resolution is proposed to be moved shall disclose
prescribed
matters
Nef of Material Related Party transaction as per SEBI LODR Regulations.
(2) Where any director is interested in any contract or arrangement with a related party, such director
shall
not be present at the mee ti ng during discussions on the subject matter of the resolution relating to
such
contract or arrangement-
Exemption: In case of private companies, interested director may participate on Board Meeting in
which
such contracts or arrangement is going to be discussed where he is interested alter disclosure of
interest.
Even in case of IFSC public company director can vote alter disclosure of interest.
a company shall not enter into a transaction or transactions, where the transaction or transactions to be
entered
into -
(a) as contracts or arrangements with respect to clauses (a) to (e) of sub-sec ti on (1) of sec ti on 188 with
criteria, as mentioned below –
AMENDMENTS ON 18-11-2019
NATURE OF RELATED PARTY TRANSACTION
For Every Transaction
Sale, purchase or supply of any goods or materials Amounting to 10% of Turnover of Company
directly or through appointment of agents (or)
Appointment to any office or place of profit in > 2.5 Lacs Per Month
the company, its subsidiary company or associate
company (or)
Remuneration for underwriting the subscription of > 1% of Networth
any securities or derivative
If a listed company is entering into RPT for them this value will apply + even SEBI LODR
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Note: The Transaction value has to be checked cumulatively for one financial year.
• Turnover and Net worth as per Audited Financial Statement of Preceding Financial Year.
• If any member is interested in any transaction, than such member shall not cast vote in meeting
regarding such resolution .
• It is here by clarified that the limits specified in sub-clause (i) to (iv)shall apply for Transaction and
transactions to be entered into either individually or taken together with previous transactions
during a financial year.
(b) appointment to any office or place of profit in the company, its subsidiary company or associate
company
at a monthly remuneration exceeding two and half lakh rupees as mentioned in clause (f) of sub-sec ti
on
(!) of section 188; or
Office or place of Profit
Audit Committee approval BR + OR in GM
Amitabh Bachhan is director of X ltd. His son Abhishek was appointed as production manager/ finance
manager/ HR manger of X ltd. @ 5/7 lac per month. We will say Abhishek is holding office or place of
profit
OSA
(c) remuneration for underwriting the subscription of any securities or derivatives thereof of the
company exceeding one percent. of the net worth as mentioned in clause (g) of sub section (!) of
section 188.
Explanation. - (!) The Turnover or Net Worth referred in the above sub-rules shall be on the basis of
the Audited Financial Statement of the preceding Financial year.
(3) In case of wholly owned subsidiary, the ordinary resolution passed by the holding company shall be
sufficient for the purpose of entering into the transactions between wholly owned subsidiary and
holding
company.
(4) The explanatory statement to be annexed to the notice of a general meeting convened pursuant to
sec ti on !0! shall contain the following particulars namely:-
(a) name of the related party ;
(b) name of the director or key managerial personnel who is related, if any;
(c) nature of relationship;
(d) nature, material terms, monetary value and particulars of the contract or arrangement; any other
information relevant or important for the members to take a decision on the proposed resolution .
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Provided further that no member of the company shall vote on such resolution , to approve any
contract or arrangement which may be entered into by the company, if such member is a related
party ( Not Applicable to Private Company) w.e.f 5-6-2015.
Provided also that nothing contained in the second proviso shall apply to a company in which ninety
percent or more members, in number, are relatives of promoters or are related par ti es.
Provided also that nothing in this sub-section shall apply to any transactions entered into by the
company in its ordinary course of business other than transactions which are not on an arm’s length
basis. It means that neither BR or ordinary resolution required.
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Q1) A company named Reliance Industries Limited enters into purchase / sale of goods with its director
Anil Ambani. The value of the transaction is 150 cr. The turnover of the company is ` 2000 cr. What
are the legal compliance that a company will have to do?
Ans: As per sec ti on 188 of the Companies Act, 2013, when a company enters into a contract with a
related party for purchase / sales of goods, then certain formalities are to be done. As Anil Ambani
(director of the company) is a related party, following steps are to be done:-
Step 1 :- Audit Committee Approval to be obtained. Sec 177
Step 2 :- Prior Board resolution at board meeting to be passed assuming transaction is not at arm’s
length basis and not in ordinary course of business.
Step 3 :- Prior Ordinary resolution at general meeting
If RPT > 10% of turnover of the company or 100 cr. [whichever is lower]
Therefore prior OR is required because RPT > 100 cr. [lower of the two].
Step 4 :- Directors Report shall contain the reason for entering such contracts.
Step 5 :- Details of such contracts must be entered in a separate register as per Sec ti on 189.
If RPT is in ordinary course and at arm’s length, then step 2 and 3 is not required.
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SOME EXAMINATION QUESTIONS
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CHAPTER 8
Corporate Governance and Shareholders Rights
PROMOTER: A promoter is a person, firm or company who does the preliminary work
for the formation of a company, including
Framing its memorandum and articles of association,
Its incorporation process and initial raising of capital for business.
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matters relating to “Statement to be annexed to notice”. Its sub-
section (5) states that if any default is made in complying with the
provisions of this section, every promoter, director, manager or
other key managerial personnel who is in default shall be
punishable with fine which may extend to fifty thousand rupees or
five times the amount of benefit accruing to the promoter,
director, manager or other key managerial personnel or any of his
relatives, whichever is more.
Cg shall establish the (1) The Central Government shall establish a Fund to be called the Investor
fund Education and Protection Fund (herein referred to as the Fund).
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(b) donations given to the Fund by the Central Government, State
Governments, companies or any other institution for the purposes of the
Fund;
(c) the amount in the Unpaid Dividend Account of companies transferred to
the Fund under subsection (5) of section 124;
(d) the amount in the general revenue account of the Central Government
which had been transferred to that account under sub-section (5) of section
205A of the Companies Act, 1956 (1 of 1956), as it stood immediately before
the commencement of the Companies (Amendment) Act, 1999 (21 of 1999),
and remaining unpaid or unclaimed on the commencement of this Act;
(e) the amount lying in the Investor Education and Protection Fund under
section 205C of the Companies Act, 1956 (1 of 1956);
(f) the interest or other income received out of investments made from the
Fund;
(g) the amount received under sub-section (4) of section 38;
(h) the application money received by companies for allotment of any
securities and due for refund;
(i) matured deposits with companies other than banking companies;
(j) matured debentures with companies;
(k) interest accrued on the amounts referred to in clauses (h) to (j);
(l) sale proceeds of fractional shares arising out of issuance of bonus
shares, merger and amalgamation for seven or more years;
(m) redemption amount of preference shares remaining unpaid or
unclaimed for seven or more years; and
(n) such other amount as may be prescribed:
Provided that no such amount referred to in clauses (h) to (j) shall form part
of the Fund unless such amount has remained unclaimed and unpaid for a
period of seven years from the date it became due for payment
Utilization of the fund (3)(a) the refund in respect of unclaimed dividends, matured deposits,
matured debentures, the application money due for refund and interest
thereon;
(b) promotion of investors’ education, awareness and protection;
© distribution of any disgorged amount among eligible and identifiable
applicants for shares or debentures, shareholders, debenture-holders or
depositors who have suffered losses due to wrong actions by any person, in
accordance with the orders made by the Court which had ordered
disgorgement;
(d) reimbursement of legal expenses incurred in pursuing class action suits
under sections 37 and 245 by members, debenture-holders or depositors as
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may be sanctioned by the Tribunal; and
(e) any other purpose incidental thereto,in accordance with such rules as
may be prescribed:
Provided that the person whose amounts referred to in clauses (a) to (d) of
sub-section (2) of section 205C transferred to Investor Education and
Protection Fund, after the expiry of the period of seven years as per
provisions of the Companies Act, 1956 (1 of 1956), shall be entitled to get
refund out of the Fund in respect of such claims in accordance with rules
made under this section.
Explanation.--The disgorged amount refers to the amount received through
disgorgement or disposal of securities.
Application for money (4) Any person claiming to be entitled to the amount referred in sub-
transferred to IEPF section (2) may apply to the authority constituted under sub-section (5)
for the payment of the money claimed.
CG shall establish (5) The Central Government shall constitute, by notification, an
Authority authority for administration of the Fund consisting of
chairperson and
such other members, not exceeding seven and
chief executive officer, as the Central Government may appoint.
Administration of the (6) The manner of administration of the Fund, appointment of chairperson,
fund members and chief executive officer, holding of meetings of the authority
shall be in accordance with such rules as may be prescribed.
Officers and resources (7) The Central Government may provide to the authority such offices,
officers, employees and other resources in accordance with such rules as
may be prescribed.
Separate accounts of 8) The authority shall administer the Fund and maintain separate
the fund accounts and other relevant records in relation to the Fund in such form
as may be prescribed after consultation with the Comptroller and Auditor-
General of India.
Utilization of fund (9) It shall be competent for the authority constituted under sub-section (5)
to spend money out of the Fund for carrying out the objects specified in sub-
section (3).
Audit of account by C & (10) The accounts of the Fund shall be audited by the Comptroller and
AG Auditor-General of India at such intervals as may be specified by him and
such audited accounts together with the audit report thereon shall be
forwarded annually by the authority to the Central Government.
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Report to cg on the fund (11) The authority shall prepare in such form and at such time for each
financial year as may be prescribed its annual report giving a full account of
its activities during the financial year and forward a copy thereof to the
Central Government and the Central Government shall cause the annual
report and the audit report given by the Comptroller and Auditor-General of
India to be laid before each House of Parliament.
PHYSICAL DEMAT
SHARES SHARES
CO.TO ISSUE ADVERTISEMENT IN ENGLISH Yes Yes
AND VERNACULAR LANGUAGE
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Investor Education and Protection Fund Authority(Accounting, Audit, Transfer and Refund)Second
Amendment Rules, 2019
“(1) Any amount required to be credited by the companies to the Fund as provided under clauses (a) to
(n) of sub-section (2) of section 125 of the Act shall be remitted online along with a Statement in Form
No. IEPF 1 containing details of such transfer to the Authority within a period of thirty days of such
amounts becoming due to be credited to the Fund.” ;
“(4A) The companies which have transferred any amount referred to in clauses (a) to (d) of sub-section
(2) of section 205C of the Companies Act, 1956 (1 of 1956) to Investor Education and Protection Fund
or Central Government, but have not filed the statement or have filed the statement in any format
other than in excel template, as required under sub-rule (1) of rule 5, shall submit details mentioned in
sub-rule (1) of rule 5 in Form No. IEPF – 1A along with excel template within sixty days of notification of
these amended rule.”;
(iv) in sub-rule (6), for clause (c), the following clause shall be substituted, namely:- “(c) The company
shall maintain the record filed under sub – rule (1) in the same format along with all supporting
documents and the Authority shall have the powers to inspect such records.”;
(v) for sub-rule (8), the following sub-rule shall be substituted, namely:-
“(8) Every company shall within a period of sixty days after the holding of Annual General Meeting or
the date on which it should have been held as per the provisions of section 96 of the Act, whichever is
earlier and every year thereafter till completion of the seven years period, identify the unclaimed
amounts, as referred in subsection (2) of section 125 of the Act, as on the date of closure of financial
year the account of which are to be adopted in the Annual General Meeting as per sub-section (1) of
section 137 of the Act, separately furnish and upload on its own website and also on website of
Authority or any other website as may be specified by the Government, a statement or information of
unclaimed and unpaid amounts separately for each of the previous seven financial years through Form
No. IEPF-2,
(5) While effecting such transfer, the company shall send a statement to the Authority in Form No.
IEPF-4 within thirty days of the corporate action taken under clause (c) of sub-rule (3) of rule 6
containing details of such transfer and the company shall also attach a copy of the public notice
published under clause (a) of sub-rule (3) of rule 6 in Form No IEPF-4.”.
(iv) for sub-rule (7), the following sub-rule shall be substituted, namely:-
“(7)The company shall maintain all such statements filed under sub – rule (5) in the same format along
with all supporting documents and the Authority shall have the powers to inspect such records.”;
(v) for sub-rule (8), the following sub-rule shall be substituted, namely:- “(8) All benefits accruing on
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such shares like bonus shares, split, consolidation, fraction shares and the like except right issue shall
also be credited to such DEMAT account [by the company which shall send a statement to the
Authority in Form No. IEPF-4 within thirty days of the corporate action containing details of such
transfer.]”.
“(2A) Every company which is required to credit amounts or shares to the fund or has deposited the
amount or transferred the shares to the Fund shall nominate a Nodal Officer, who shall either be a
Director or Chief financial Officer or Company Secretary of the company, for the purposes of
verification of claims and coordination with Investor Education and Protection Fund Authority:
Provided that a company may appoint one or more Officer as Deputy Nodal Officer to assist the Nodal
Officer for the purposes of verification of claim and for coordination with Investor Education and
Protection Fund Authority:
Provided further that the Nodal Officer shall be solely liable for all actions of any officer appointed as
Deputy Nodal Officer:
Provided also that in case a company fails to appoint Nodal Officer, every director of the company shall
be deemed to be nodal officer and be liable for any failure to comply with requirement of these rules.”;
(iii) after sub-rule (2A), the following sub-rule shall be inserted, namely:-
“(2B) The details of the Nodal Officerand Deputy Nodal Officerduly indicating his or her designation,
postal address, telephone and mobile number and company authorized e-mail ID shall be
communicated to the Investor Education and Protection Fund Authority in Form No. IEPF – 2 within
fifteen days from the date of publication of these rules and the company shall display the name of
Nodal Officer and his e-mail ID on its website:
Provided that any change in the Nodal Officer or his details shall be communicated to the Authority
through Form No. IEPF-2 within seven days of such change along with board resolution thereof.”;
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all the original documents submitted by the claimant in physical form duly certified by its Nodal Officer
alongwith the e-verification report along with a scanned copy of both sides of original physical share
certificate or original bond or deposit or debenture certificate/s duly cancelled and certified:
Provided that if the online verification report is not sent by the company within thirty days of filing of
claim, the company may do so by paying additional feeof fifty rupees for every day subject to maximum
of two thousand and five hundred rupees:
Provided further that the company shall be liable to maintain the original documents submitted to it by
the claimant and shall produce such documents whenever required: Provided also that in case of non-
receipt of verification report along with documents by the Authority after the expiry of sixty days from
the date of filing of Form No. IEPF-5, the Authority may reject Form No. IEPF-5, after sending a
communication to the claimant and the concerned company, on the e-mail address of the claimant and
the company, to furnish response within a period of fifteen days:
Provided also that for failure to submit verification report of the claim in accordance with these rules,
the company and its Nodal Officer shall be punishable as per the provisions of the Act.
(v) for sub-rule (7), the following sub-rule shall be substituted, namely:-
“(7) Where the Authority, on examining any application for claim, finds it necessary to call for further
information or finds such application or e-form or document to be defective or incomplete in any
respect, the Authority shall give intimation of such information called for or defects or incompleteness,
by e-mail on the email address of the claimant and the company, which has filed such application or e-
form or document, directing him or it to furnish such information or to rectify such defects or
incompleteness or to re-submit such application or e-Form or document within fifteen days from the
date of receipt of such communication, failing which the Authority may reject the claim or e-form No.
IEPF-5:
Provided that if such information or incompleteness is called from the claimant, he shall file the e-form
and shall send such documents as called for within fifteen days, duly signed by him, to the Nodal Officer
of the concerned company at its registered office for verification of the claim and company shall send a
revised verification report:
Provided further that if any such information or incompleteness is called from the company, the
company shall file the revised verification report and shall send such documents as called for within
thirty days:
Provided also that the provisions of sub-rule (3) of rule 7 shall apply mutatis mutandis to this sub-
Rule.”; (vi) for sub-rule (8), the following shall be substituted, namely:-
“(8) In case, claimant is a legal heir or successor or administrator or nominee of the registered share
holder, the claimant shall ensure to submission of self-attested scanned copy of all documents detailed
in Schedule II of these rules online along with the Form No. IEPF-5:
Provided that in case of loss of securities held in physical form, he has to ensure to submission of self-
attested scanned copy of additional documents detailed in Schedule III of these rules online along with
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the Form No. IEPF-5:
Provided further that the claimant shall submit in original all these documents duly signed by him, to the
Nodal Officer of the concerned company at its registered office for verification of the claim.”;
(vii) in sub-rule (9), after the words “the claim of such claimant”, the following shall be inserted,
namely:- “through its e-verification report:
Provided that the authority shall dispose such request of transfer or transmission based on the e-
verification report of the company subject to verification of such request.”;
(ix) in sub-rule (11), after clause (a), the following clause shall be inserted, namely:-
“(b)Any fraudulent claim by the claimant shall be deemed to be fraud within the meaning of section 447 of
the Act and the claimant shall be liable accordingly.
(c) If any person deceitfully personates an owner of any security or of any share warrant or coupon
issued in pursuance of this Act and thereby files any claim to obtain or attempts to obtain any such
security or interest or any such warrant or coupon due to the lawful owner, he shall be punishable
under sections 57, 447 and 448 of the Act.”.
INVESTOR ASSOCIATIONS:
SEBI as a part of undertaking various investor awareness and education activities, has recognised
organisations working in the area of investor education / awareness, conducting awareness workshops
and rendering assistance to individuals/investors in the area of grievance redressal as “Investors’
Associations”.
The Investors’ Association shall conduct workshops under SEBI IEPF in the state in which their registered
office is located subject to prior approval from the respective SEBI office at least 5 working days prior to
date of the workshop. The Investors’ Associations are eligible to claim reimbursement of the expenses
incurred from SEBI subject to the conditions specified.
SECTION 241
APPLICATION TO TRIBUNAL FOR RELIEF CASES OF OPPRESSION, ETC:
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manner prejudicial to the interests of the company;
or
(b) the material change, not being a change brought about by, or in the interests of, any creditors,
including debenture holders or any class of shareholders of the company, has taken place in the
management or control of the company, whether by an alteration in the Board of Directors, or
manager, or in the ownership of the company’s shares, or if it has no share capital, in its membership,
or in any other manner whatsoever, and that by reason of such change, it is likely that the affairs of
the company will be conducted in a manner prejudicial to its interests or its members or any class of
members, may apply to the Tribunal, provided such member has a right to apply under section 244,
for an order under this Chapter.
(2) The Central Government, if it is of the opinion that the affairs of the company are being conducted in a
manner prejudicial to public interest, it may itself apply to the Tribunal for an order under this Chapter.
In section 241 of the principal Act,—
(a) in sub-section (2), the following proviso shall be inserted, namely:— “Provided that the applications
under this sub-section, in respect of such company or class of companies, as may be prescribed, shall
be made before the Principal Bench of the Tribunal which shall be dealt with by such Bench.”;
(b) aGer sub-section (2), the following sub-sections shall be inserted, namely:— “
(3) Where in the opinion of the Central Government there exist circumstances suggesting that––
(a) any person concerned in the conduct and management of the affairs of a company is or has been in
connection therewith guilty of fraud, misfeasance, persistent negligence or default in carrying out
his obligations and functions under the law or of breach of trust;
(b) the business of a company is not or has not been conducted and managed by such person in
accordance with sound business principles or prudent commercial practices;
(c) a company is or has been conducted and managed by such person in a manner which is likely to
cause, or has caused, serious injury or damage to the interest of the trade, industry or business to
which such company pertains; or
(d) the business of a company is or has been conducted and managed by such person with intent
to defraud its creditors, members or any other person or otherwise for a fraudulent or unlawful
purpose or in a manner prejudicial to public interest, the Central Government may initiate a case
against such person and refer the same to the Tribunal with a request that the Tribunal may inquire
into the case and record a decision as to whether or not such person is a fit and proper person to
hold the office of director or any other office connected with the conduct and management of any
company.
(4) The person against whom a case is referred to the Tribunal under sub-section (3), shall be joined as a
respondent to the application.
(5) Every application under sub-section (3)––
(a) shall contain a concise statement of such circumstances and materials as the Central Government
may consider necessary for the purposes of the inquiry; and
(b) shall be signed and verified in the manner laid down in the Code of Civil Procedure, 1908, for the
signature and verification of a plaint in a suit by the Central Government.”.
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Section 242 POWERS OF TRIBUNAL
(1) If, on any application made under section 241, the Tribunal is of the opinion—
(a) that the company’s affairs have been or are being conducted in a manner prejudicial or oppressive
to any member or members or prejudicial to public interest or in a manner prejudicial to the interests
of the company; and
(b) that to wind up the company would unfairly prejudice such member or members, but that otherwise
the facts would justify the making of a winding-up order on the ground that it was just and equitable
that the company should be wound up, the Tribunal may, with a view to bringing to an end the
matters complained of, make such order as it thinks fit.
(2) Without prejudice to the generality of the powers under sub-section (1), an order under that sub-section
may provide for—
(a) the regulation of conduct of affairs of the company in future;
(b) the purchase of shares or interests of any members of the company by other members thereof or by
the company;
(c) in the case of a purchase of its shares by the company as aforesaid, the consequent reduction of its
share capital;
(d) restrictions on the transfer or allotment of the shares of the company;
(e) the termination, setting aside or modification, of any agreement, howsoever arrived at, between the
company and the managing director, any other director or manager, upon such terms and conditions
as may, in the opinion of the Tribunal, be just and equitable in the circumstances of the case;
(f) the termination, setting aside or modification of any agreement between the company and any
person other than those referred to in clause (e):
Provided that no such agreement shall be terminated, set aside or modified except a†er due notice
and a†er obtaining the consent of the party concerned;
(g) the setting aside of any transfer, delivery of goods, payment, execution or other act relating to
property made or done by or against the company within three months before the date of the
application under this section, which would, if made or done by or against an individual, be deemed
in his insolvency to be a fraudulent preference;
(h) removal of the managing director, manager or any of the directors of the company;
(i) recovery of undue gains made by any managing director, manager or director during the period of
his appointment as such and the manner of utilisation of the recovery including transfer to Investor
Education and Protection Fund or repayment to identifiable victims;
(j) the manner in which the managing director or manager of the company may be appointed subsequent
to an order removing the existing managing director or manager of the company made under clause
(h);
(k) appointment of such number of persons as directors, who may be required by the Tribunal to
report to the Tribunal on such ma†ers as the Tribunal may direct;
(l) imposition of costs as may be deemed fit by the Tribunal;
(m) any other matter for which, in the opinion of the Tribunal, it is just and equitable that provision
should be made.
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(3) A certified copy of the order of the Tribunal under sub-section (1) shall be filed by the company with the
Registrar within thirty days of the order of the Tribunal.
(4) The Tribunal may, on the application of any party to the proceeding, make any interim order which it
thinks fit for regulating the conduct of the company’s affairs upon such terms and conditions as appear to
it to be just and equitable.
In section 242 of the principal Act, aGer sub-section (4), the following sub-section shall be inserted,
namely:–– “(4A) At the conclusion of the hearing of the case in respect of sub-section (3) of section 241,
the Tribunal shall record its decision stating therein specifically as to whether or not the respondent is a
fit and proper person to hold the office of director or any other office connected with the conduct and
management of any company.”.
(5) Where an order of the Tribunal under sub-section (1) makes any alteration in the memorandum or articles
of a company, then, notwithstanding any other provision of this Act, the company shall not have power,
except to the extent, if any, permitted in the order, to make, without the leave of the Tribunal, any alteration
whatsoever which is inconsistent with the order, either in the memorandum or in the articles.
(6) Subject to the provisions of sub-section (1), the alterations made by the order in the memorandum or
articles of a company shall, in all respects, have the same effect as if they had been duly made by the
company in accordance with the provisions of this Act and the said provisions shall apply accordingly to
the memorandum or articles so altered.
(7) A certified copy of every order altering, or giving leave to alter, a company’s memorandum or articles, shall
within thirty days aGer the making thereof, be filed by the company with the Registrar who shall register
the same.
(8) If a company contravenes the provisions of sub-section (5), the company shall be punishable with fine
which shall not be less than one lakh rupees but which may extend to twenty-five lakh rupees and every
officer of the company who is in default shall be punishable with imprisonment for a term which may
extend to six months or with fine which shall not be less than twenty-five thousand rupees but which may
extend to one lakh rupees, or with both.
(1) Where an order made under section 242 terminates, sets aside or modifies an agreement such as is
referred to in sub-section (2) of that section,—
(a) such order shall not give rise to any claims whatever against the company by any person for damages
or for compensation for loss of office or in any other respect either in pursuance of the agreement or
otherwise;
In section 243 of the principal Act,–– (a) aGer sub-section (1), the following sub-sections shall be
inserted, namely:— “
(1A) The person who is not a fit and proper person pursuant to sub-section (4A) of section 242 shall
not hold the office of a director or any other office connected with the conduct and management of
the affairs of any company for a period of five years from the date of the said decision:
Provided that the Central Government may, with the leave of the Tribunal, permit such person to
hold any such office before the expiry of the said period of five years.
(1B) Notwithstanding anything contained in any other provision of this Act, or any other law for the
time being in force, or any contract, memorandum or articles, on the removal of a person from the
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office of a director or any other office connected with the conduct and management of the affairs
of the company, that person shall not be entitled to, or be paid, any compensation for the loss or
termination of office.”;
(b) in sub-section (2), aGer the word, brackets and figure “sub-section (1)”, the words, brackets, figure
and letter “or sub-section (1A)”
(c) no managing director or other director or manager whose agreement is so terminated or set aside
shall, for a period of five years from the date of the order terminating or setting aside the agreement,
without the leave of the Tribunal, be appointed, or act, as the managing director or other director or
manager of the company:
Provided that the Tribunal shall not grant leave under this clause unless notice of the intention to
apply for leave has been served on the Central Government and that Government has been given a
reasonable opportunity of being heard in the matter.
(2) Any person who knowingly acts as a managing director or other director or manager of a company in
contravention of clause (b) of sub-section (1), and every other director of the company who is knowingly
a party to such contravention, shall be punishable with imprisonment for a term which may extend to six
months or with fine which may extend to five lakh rupees, or with both.
CLASS ACTION:
Section 245
(1) Such number of member or members, depositor or depositors or any class of them, as the case may be,
as are indicated in sub-section (2) may, if they are of the opinion that the management or conduct of the
affairs of the company are being conducted in a manner prejudicial to the interests of the company or its
members or depositors, file an application before the Tribunal on behalf of the members or depositors for
seeking all or any of the following orders, namely:—
(a) To restrain the company from committing an act which is ultra vires the articles or memorandum of
the company;
(b) To restrain the company from commiUng breach of any provision of the company’s memorandum
or articles;
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(c) to declare a resolution altering the memorandum or articles of the company as void if the resolution
was passed by suppression of material facts or obtained by mis-statement to the members or
depositors;
(d) To restrain the company and its directors from acting on such resolution;
(e) To restrain the company from doing an act which is contrary to the provisions of this Act or any
other law for the time being in force;
(f) To restrain the company from taking action contrary to any resolution passed by the members;
(g) to claim damages or compensation or demand any other suitable action from or against—
(i) the company or its directors for any fraudulent, unlawful or wrongful act or omission or conduct
or any likely act or omission or conduct on its or their part;
(ii) the auditor including audit firm of the company for any improper or misleading statement of
particulars made in his audit report or for any fraudulent, unlawful or wrongful act or conduct;
or
(iii) any expert or advisor or consultant or any other person for any incorrect or misleading statement
made to the company or for any fraudulent, unlawful or wrongful act or conduct or any likely act
or conduct on his part;
(h) to seek any other remedy as the Tribunal may deem fit.
(2) Where the members or depositors seek any damages or compensation or demand any other suitable
action from or against an audit firm, the liability shall be of the firm as well as of each partner who was
involved in making any improper or misleading statement of particulars in the audit report or who acted
in a fraudulent, unlawful or wrongful manner.
(3) (i) The requisite number of members provided in sub-section (1) shall be as under:—
(a) in the case of a company having a share capital, not less than one hundred members of the
company or not less than such percentage of the total number of its members as may be
prescribed, whichever is less, or any member or members holding not less than such percentage
of the issued share capital of the company as may be prescribed, subject to the condition that
the applicant or applicants has or have paid all calls and other sums due on his or their shares;
(b) in the case of a company not having a share capital, not less than one-ޠh of the total number
of its members.
(ii) The requisite number of depositors provided in sub-section (1) shall not be less than one hundred
depositors or not less than such percentage of the total number of depositors as may be prescribed,
whichever is less, or any depositor or depositors to whom the company owes such percentage of
total deposits of the company as may be prescribed.
(4) In considering an application under sub-section (1), the Tribunal shall take into account, in particular—
(a) Whether the member or depositor is acting in good faith in making the application for seeking an
order;
(b) Any evidence before it as to the involvement of any person other than directors or officers of the
company on any of the matters provided in clauses (a) to (f) of subsection (1);
(c) Whether the cause of action is one which the member or depositor could pursue in his own right
rather than through an order under this section;
(d) Any evidence before it as to the views of the members or depositors of the company who have no
personal interest, direct or indirect, in the matter being preceded under this section;
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(e) Where the cause of action is an act or omission that is yet to occur, whether the
act or omission could be, and in the circumstances would be likely to be—
(i) Authorized by the company before it occurs; or
(ii) Ratified by the company aGer it occurs;
(f) Where the cause of action is an act or omission that has already occurred,
whether the act or omission could be, and in the circumstances would be likely
to be, ratified by the company.
(5) If an application filed under sub-section (1) is admitted, then the Tribunal shall have
regard to the following, namely:—
(a) Public notice shall be served on admission of the application to all the
members or depositors of the class in such manner as may be prescribed;
(b) all similar applications prevalent in any jurisdiction should be consolidated
into a single application and the class members or depositors should be
allowed to choose the lead applicant and in the event the members or
depositors of the class are unable to come to a consensus, the Tribunal shall
have the power to appoint a lead applicant, who shall be in charge of the
proceedings from the applicant’s side;
(c) Two class action applications for the same cause of action shall not be allowed;
(d) The cost or expenses connected with the application for class action shall be
defrayed by the company or any other person responsible for any oppressive
act.
(6) Any order passed by the Tribunal shall be binding on the company and all its
members, depositors and auditor including audit firm or expert or consultant or
advisor or any other person associated with the company.
(7) Any company which fails to comply with an order passed by the Tribunal under this
section shall be punishable with fine which shall not be less than five lakh rupees
but which may extend to twenty-five lakh rupees and every officer of the company
who is in default shall be punishable with imprisonment for a term which may
extend to three years and with fine which shall not be less than twenty-five
thousand rupees but which may extend to one lakh rupees.
(8) Where any application filed before the Tribunal is found to be frivolous or
vexatious, it shall, for reasons to be recorded in writing, reject the application and
make an order that the applicant shall pay to the opposite party such cost, not
exceeding one lakh rupees, as may be specified in the order.
(9) Nothing contained in this section shall apply to a banking company.
(10) Subject to the compliance of this section, an application may be filed or any other
action may be taken under this section by any person, group of persons or any
association of persons representing the persons affected by any act or omission,
specified in sub-section (1).
Section 246 APPLICATION OF CERTAIN PROVISIONS TO PROCEEDINGS UNDER SECTION 241 OR
SECTION 245:
The provisions of sections 337 to 341 (both inclusive) shall apply mutatis mutandis, in
relation to an application made to the Tribunal under section 241 or section 245.
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TOOLS USED BY INSTITUTIONAL INVESTORS:
The Institutional Investors use different tools to assess the health of Company before investing
resources in it. Some of the important tools are discussed as under:
One-to-one The meetings between institutional investors and companies are extremely
meetings: important as a means of communication between the two parties. A
company will usually arrange to meet with its largest institutional investors
on a one-to-one basis during the course of the year.
Voting: The right to vote can be seen as fundamental tools for some element of
control by shareholders .They should use their power judiciously. The
institutional investors can register their views by postal voting, or, vote
electronically where this facility is available.
Focus list: A number of institutional investors have established ‘focus lists’ whereby
they target underperforming companies and include them on a list of
companies which have underperformed a main index, such as Standard and
Poor’s.
Corporate With the increasing emphasis on corporate governance across the globe, it is
governance perhaps not surprising that a number of corporate governance rating
rating systems have been developed. Examples of such firms which have developed
systems: corporate governance rating systems are Deminor, Standard and Poor’s, and
Governance Metrics International (GMI). A corporate governance rating
could be a powerful indicator of the extent to which a company currently is
adding, or has the potential to add in the future,
shareholder value.
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UK Stewardship Code
OBJECTIVE: The Stewardship Code is a part of UK company law concerning principles
that institutional investors are expected to follow .Its principal aim is to
make institutional investors ,who manage other people money ,be active
and engage in corporate governance in the interest of their beneficiaries.
For investors, stewardship is more than just voting. Activities may include
monitoring and engaging with companies on matters such as strategy,
performance, risk, capital structure, and corporate governance, including
culture and remuneration. Engagement is purposeful dialogue with
companies on these matters as well as on issues that are the immediate
subject of votes at general meetings.
PRINCIPLES: 1. Publicly disclose their policy on how they will discharge their
stewardship responsibilities.
2. Have a robust policy on managing conflicts of interest in relation to
stewardship which should be publicly disclosed.
3. Monitor their investee companies.
4. Establish clear guidelines on when and how they will escalate their
stewardship activities.
5. Be willing to act collectively with other investors where
appropriate.
6. Have a clear policy on voting and disclosure of voting activity.
7. Report periodically on their stewardship and voting activities.
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4. We will promote acceptance and implementation of the Principles within the investment
industry.
5. We will work together to enhance effectiveness in implementing the Principles.
6. We will each report on their activities and progress towards implementing the Principles.
PRINCIPLES: Sustainability
Director Accountability
Transparency
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One-share/One-vote
Proxy Materials
Code of Best Practices
Long-term Vision
Access to Director Nominations
Political Stability
To protect the interest of shareholders of holding company and minority shareholders of subsidiary
certain provisions have been put in place both by the Companies Act, 2013 and SEBI (LODR).
At least one independent director on the board of directors of the listed company shall be a
director on the board of directors of any unlisted material subsidiaries including foreign
companies.
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The minutes of the meetings of the board of directors of the unlisted subsidiary shall be placed
at the meeting of the board of directors of the listed company.
The management of the unlisted subsidiary shall periodically bring to the notice of the board of
directors of the listed company, a statement of all significant transactions and arrangements
entered into by the unlisted subsidiary.
The statutory auditor of a listed entity shall undertake a limited review of the audit of all the
entities/ companies whose accounts are to be consolidated with the listed entity. Besides
audited annual consolidated statements at least eighty percent of the quarterly consolidated
financial results, of each of the consolidated revenue, assets and profits, respectively, shall have
been audited or subjected to limited review. (Regulation 33)
The audit committee of the listed company shall also review the financial statements, of
subsidiaries in particular, the investments made by the unlisted subsidiary. (Regulation 24) The
board of a holding company can authorize anyone to Inspection of books of account of any
subsidiary company. (Section 128)
The listed company shall not dispose of shares in its material subsidiary which would reduce its
shareholding (either on its own or together with other subsidiaries) to less than 50% or cease
the exercise of control over the subsidiary without passing a special resolution in its General
Meeting. Exception has been granted for divestment under a scheme of arrangement duly
approved by a court/ tribunal. (Regulation 24)
Every listed entity’s material unlisted subsidiaries incorporated in India shall undertake
secretarial audit and shall annex the report with its annual report. (Regulation 24A) This will
help improve compliance of group as a whole.
EXPLANATION:
Significant transaction or arrangement” shall mean any individual transaction or arrangement that
exceeds or is likely to exceed ten percent (10%) of the total revenues or total expenses or total assets
or total liabilities, as the case may be, of the unlisted material subsidiary for the immediately preceding
accounting year. (Regulation 24).
Certain provisions of Corporate Governance in a Family Owned Companies have been actively
statutorily incorporated in the Companies Act, 2013 such as:
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Corporate Social Responsibility : Every company having net worth of Rs. 500 Crores or more,
turnover exceeding Rs. 1000 Crores or net profit of more than Rs. 5 Crore is required to
constitute a Corporate Social Responsibility Committee under Section 135 of the Companies
Act, 2013 constituting 3 or more directors with at least 1 Independent Director to formulate
policies and recommend activities that the company may undertake for promotion of
education, gender equality, health, poverty eradication, environment, employment etc. Again,
this measure puts responsibility on the company for the social wellbeing not just of its
workforce, but also makes it publicly accountable.
Audit Committee : The Act provides for the setting up of an Audit Committee comprising of at
least 3 directors by all listed companies, majority of which have to be independent
directors. The members of such a committee have to be persons who can read and
understand financial statements and the task entrusted to such a committee is
recommending remuneration and appointments of auditors and reviewing their
independence.
Serious Fraud Investigation Office : Section 211 of the Act provides for the establishment of a
Serious Fraud Investigation Office to look into the affairs of the company and investigate
incidences of fraud upon receipt of report of the Registrar or inspector or generally in the
public interest or request from any Department of Central or State Government.
Managing the diverse opinions of family members in the business, solving internal issues and
disputes, etc is a challenge.
Investors – both shareholders and creditors – may look with distrust on family-controlled
companies, because of the risk that the controlling family may abuse the rights of other
shareholders. So investors likely to scrutinize such companies with care before taking the
plunge and investing.
Hiring external staff which may perceive that career advancement, freedom and decision-
making are solely the purview of family.
Change in mind-set: Differing views between the older generation and the newer generation
Lack of Competitiveness.
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SOME EXAMINATION QUESTIONS
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CHAPTER 9
“Stakeholder Theory” “Stakeholder Theory is an idea about how business really works. It says that
for any business to be successful it has to create value for customers,
suppliers, employees, communities and financiers, shareholders, banks and
others people with the money. It says that you can’t look at any one of their
stakes or stakeholders if you like, in isolation. Their interest has to go
together, and the job of a manager or entrepreneur is to work out how the
interest of customers, suppliers, communities, employees and financiers go
in the same direction.
RECOGNITION OF Under the UK Companies Act, 2006: Section 172: Duty to promote the
STAKEHOLDER success of the company:
CONCEPT IN LAW ( UK A director of a company must act in the way he considers, in good faith,
& INDIA) would be most likely to promote the success of the company for the benefit
of its members as a whole, and in doing so have regard (amongst other
matters) to
the likely consequences of any decision in the long term,
the interests of the company’s employees,
the need to foster the company’s business relationships with
suppliers, customers and others,
the need to act fairly as between members of the company
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at least one director shall be an independent director.
Section 166(2) Duties of the Directors: A director of a company shall
act in good faith in order to promote the objects of the company
for the benefit of its members as a whole, and in the best interests
of the company, its employees, the shareholders, the community
and for the protection of environment.
Role and Functions of Independent Directors.
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Key principles of Stakeholder engagement:
Communicate
Consult
Compromise
Remember, they are human
Relationship
Take responsibility
Simple but not easy
Managing risk.
STAKEHOLDER Stakeholder analysis is the identification of a project’s/activity’s key
ANALYSIS stakeholders, an assessment of their interests, and the ways in which these
interests affect project riskiness and viability.
A stakeholder analysis of an issue consists of weighing and balancing all of
the competing demands on a firm by each of those who have a claim on it, in
order to arrive at the firm’s obligation in a particular case. A stakeholder
analysis does not preclude the interests of the stakeholders overriding the
interests of the other stakeholders affected, but it ensures that all affected
will be considered.
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and communities that provide necessary infrastructure.
THE CAUX ROUND The Caux Round Table (CRT) is an international network of business
TABLE leaders working to promote a morally and sustainable way of doing
business. The CRT believes that its Principles for Responsible
Business provide necessary foundations for a fair, free and
transparent global society.
The Caux Round Table was founded in1986 by Frits Philips Sr,
former President of Philips Electronics.
CRT Stakeholder key stakeholders are dependent on business for their well-being and
Management prosperity. They are the beneficiaries of ethical business practices.
Guidelines
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1. Customers: A responsible business treats its customers with respect
and dignity. Business therefore has a responsibility to:
Provide customers with the highest quality products and
services consistent with their requirements.
Ensure that the health and safety of customers is protected.
Protect customers from harmful environmental impacts of
products and services.
5. Competitors:
Foster open markets for trade and investment.
Respect both tangible and intellectual property rights.
Refuse to acquire commercial information through
dishonest or unethical means, such as industrial espionage.
6. Communities:
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Respect human rights and democratic institutions, and
promote them wherever practicable.
Support peace, security and the rule of law.
Respect social diversity including local cultures and minority
communities.
Be a good corporate citizen through ongoing community
investment and support for employee participation in
community and civic affairs.
THE CLARKSON Principle 1 : Managers should acknowledge and actively monitor the
PRINCIPLES OF concerns of all legitimate stakeholders, and should take their interests
STAKEHOLDER appropriately into account in decision-making and operations.
MANAGEMENT
Principle 2: Managers should listen to and openly communicate with
stakeholders about their respective concerns and contributions, and about
the risks that they assume because of their involvement with the
corporation.
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GOVERNANCE 1. Employees: Following are the some important example for ensuring
PARADIGM AND good governance by employees:
VARIOUS Right to consultation
STAKEHOLDERS
Right to nominate/vote for supervisory board members
Participation in the capital:
Profit sharing
Whistle Blower Policy
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SOME EXAMINATION QUESTIONS
1. Why the concept form shareholder to stakeholder changed and what are the benefits of it?
2. “Stakeholder engagement provides opportunities to further align business practices with
societal needs and expectations, helping to drive long-term sustainability and shareholder
value”. In the context of this, discuss key principles of stakeholder engagement.
3. List out the seven principles of stakeholder management as suggested by Carlson with brief
descriptions.
4. What were the recommendations of the Caux Round Table (CRT)?
5. Write short notes on (i) Stakeholder Engagement (ii) Stakeholder Analysis.
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CHAPTER 10
“Governance is the culture, values, mission, structure, layers of policies, processes and measures by
which organizations are directed and controlled”.
COMPLIANCE RISK Compliance risk is exposure to legal penalties, financial forfeiture and
material loss an organization faces when it fails to act in accordance with
industry laws and regulations, internal policies or prescribed best practices.
Compliance risk is also sometimes known as integrity risk.
This risk is closely interconnected with the operational risk, legal and
reputation, so that from one follows the other.
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to which an authorisation is issued by the Reserve Bank. The
said penalty can equal up to three times the sum involved
in such contravention where the amount is quantifiable, or
up to 200,000 rupees where the amount is not
quantifiable. Where such contravention continues, further
penalties can be levied of up to 5,000 rupees for each day
after the first day during which the contravention continues.
Section 21 of the Maternity Benefit Act 1961 states that
every employer who does not comply with the provisions of
the Act shall be punishable with imprisonment of up to
three months, with a fine of up to 500 rupees or with both.
Section 22A of the Minimum Wages Act 1948 imposes a
penalty on every employer who contravenes any provision
of this Act or any rule or order made thereunder with a fine
of up to 500 rupees.
Additional fee is leviable for Non-filing of Annual RoC
forms as per specified MCA slabs, which may extend upto
12 times of original fees. Apart from this, provisions for
striking off the company and prosecution are also present.
3. Access to Markets and Product Delays: Every country has its own
labor and employment laws, and multinational companies are
obligated to comply with local laws and regulations also. Also
businesses are required to meet a host of regulations if they wish to
do business with government.
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4. Roadblock in Funding: The pre-requisite of any funding exercise is
the status of tax and regulatory compliances. A company cannot
get funded, even in the seed investment level, whose compliances
are not upto date. Banks also require compliance documents like
audited financials, auditor’s report, auditor’s certificate for the last
3 years or as the case may be. Chances of a non-compliant company
availing bank loans are next to zero per cent.
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approach towards compliance management.
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COMPLIANCE RISK There are a number of critical questions organizations should ask
MITIGATION related to compliance risks and the program(s) in place to mitigate
those risks:
The success of any compliance management and monitoring programme depends on the existence,
functioning and integration of these lines of defence in the performance of their duties.
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2. Risk Management, Formal, robust and effective risk management within
Legal & Compliance which the organisation’s policies and minimum standards
are set.
Overarching risk oversight across all risk types.
Compile and maintain a legislative universe for the
organisation.
Facilitate the risk prioritisation of all pieces of legislation
in the regulatory universe.
Initiate new legislative requirements within the
organisation.
Facilitate the completion of the Compliance Risk
Management Plan (“CRMP”)
Update compliance monitoring plans on the CRMP.
Escalate compliance matters to management.
Undertake quarterly compliance reporting.
3. Internal Audit & other Independent and objective assurance of overall adequacy
Independent and effectiveness of governance, risk management and
Assurance Providers internal controls within the organization.
Ability to link business risks with established processes and
provide assurance on the effectiveness of mitigation plans
to effectively manage organisational risks.
From their review, Internal Impacted Areas – processes, systems and policies
Auditors should be able to Existing Controls
validate or provide the Additional Controls – arising from amendments to, or new
following inputs to the CRMP: legislation
Risk Exposure – High, Medium, Low
Responsible Party – Affected Parties
Monitoring Plan – Business Unit Compliance
GOVERNANCE AND RISK Until fairly recently, compliance was seen as a separate business
COMPLIANCE (GRC) practice, along with governance and risk management. However,
over the past decade, these three disciplines have developed a
considerable number of overlapping activities, such as internal
audits, incident management, operational risk assessment, or
compliance with regulatory programs. Today, many companies take
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an integrated approach to these three areas, referring to them
collectively as Governance, Risk Management and Compliance
(GRC).
1. Define Compliance risk. State briefly the need of compliance risk management in the
emerging scenario.
2. Explain the consequences/ risks of non-compliance.
3. What are the steps in effective compliance risk management?
4. How does GRC work ? What are its components?
5. What is the scope and value of GRC for organizational development?
6. Write a short note on essentials of a successful compliance-risk management program.
CHAPTER 11
Corporate Governance Forums
MISSION: “To develop the high calibre professionals facilitating good Corporate
Governance”.
ICSI INITIATIVE: 1. Corporate Governance Research and Training - ICSI has set up the ICSI-
Centre for Corporate Governance Research and Training (CCGRT) with the
objective of fostering and nurturing research initiatives among members of
the Company Secretaries profession and other researchers.
2. ICSI National Award for Excellence in Corporate Governance -. Each year,
the award is conferred upon two best governed companies and ICSI Life
Time Achievement Award for Translating Excellence in Corporate
Governance into Reality is bestowed on an eminent personality.
3. Focus on Corporate Governance in the Course Curriculum - One full
paper on Corporate Governance titled “Governance, Risk Management,
Compliances and Ethics” forms part of the syllabus in the Professional
Programme.
4. PMQ Course in Corporate Governance - ICSI has launched a Post
Membership Qualification Course in Corporate Governance.
5. Secretarial Standards – As a pioneering initiative, ICSI issues Secretarial
Standards to integrate, harmonise and standardise the diverse secretarial
practices prevalent in the corporate sector. Two Secretarial Standards
issued by ICSI i.e.
SS-1: Secretarial Standard on Meetings of the Board of Directors
and
SS-2: Secretarial Standard on General Meetings
have been notified in the Official Gazette under Section 118 (10) of the
Companies Act 2013 which provides that every company shall observe
Secretarial Standards with respect to General and Board Meetings.
6. Corporate Governance Publications – The Institute regularly brings out
publications of interest to members and corporate sector to inculcate the
culture of good governance .
7. Investor Education and Awareness – Committed to the cause of investor
education, ICSI is actively engaged in activities relating to investor
awareness and education. So far, the Institute has organised more than
4500 such programmes. Booklets to educate investors have also been
issued by the Institute in English, Hindi as well as other regional languages.
8. Repository of Independent Directors – The Institute jointly with other
professional statutory bodies under the active encouragement of the
Ministry of Corporate Affairs, maintains a Repository of Independent
Directors to facilitate the individuals who are eligible and willing to act as
Independent Directors. who are eligible and willing to act as Independent
Directors.
9. Customied Training Programme – As an initiative towards propagating and
creating awareness on good corporate governance, the Institute has been
organising customised training programmes for Regulatory bodies, Banks
and Public sector companies on Corporate Laws and Governance.
10. Founder member of National Foundation for Corporate Governance –
The ICSI is one of the four founder trustees of National Foundation for
Corporate Governance, alongwith MCA, CII and ICAI.
11. Founder member of Corporate Secretaries International Association
(CSIA) – ICSI is a founder member of Corporate Secretaries International
Association, alongwith the Chartered Secretaries Institutes of Australia,
Hong Kong, Malaysia, Singapore, South Africa, UK and Zimbabwe.
NATIONAL With the goal of promoting better corporate governance practices in India, the
FOUNDATION Ministry of Corporate Affairs, Government of India, has set up National Foundation
FOR for Corporate Governance (NFCG) in the YEAR 2013 along with Confederation of
CORPORATE Indian Industry (CII), Institute of Company Secretaries of India (ICSI) and Institute
GOVERNANCE of Chartered Accountants of India (ICAI). In the year 2010, stakeholders in NFCG
(NFCG) have been expanded with the inclusion of Institute of Cost Accountants of India
and the National Stock Exchange of India Ltd.
Governing Council of NFCG works at the apex level for policy making. It is chaired
Governing by Minister in- charge, Ministry of Corporate Affairs, Government of India. The
Council members of the Governing Council are :
Secretary, Ministry of Corporate Affairs, Government of India - Vice
Chairman of the Governing Council;
President, Institute of Chartered Accountants of India (ICAI);
President, Institute of Company Secretaries of India (ICSI);
President , The Institute of Cost Accountants of India (ICAI-CMA);
Secretary, Institute of Chartered Accountants of India (ICAI);
Secretary, Institute of Company Secretaries of India (ICSI);
Secretary, The Institute of Cost Accountants of India (ICAI-CMA);
Chairman, Securities and Exchange Board of India;
The Executive Directorate provides the internal support to NFCG activities and
Executive implements the decisions of the Board of Trustees. The Executive Director is the
Directorate Chief Executive Officer of NFCG. The Executive Directorate exercises such powers as
may be delegated to it by the Board of Trustees to carry out such functions as may
be entrusted to it by the Board. The Executive Director also functions as the
Secretary of the Council and the Board is supported by full time dedicated
professional secretariat.
VISION: “Be the Key Facilitator and Reference Point for highest standards of Corporate
Governance in India.”
The OECD had The OECD had focused on helping governments around the world to:
focused on: Restore confidence in markets and the institutions that make them
function.
Re-establish healthy public finances as a basis for future sustainable
economic growth.
Foster and support new sources of growth through innovation,
environmentally friendly ‘green growth’ strategies and the development of
emerging economies.
Ensure that people of all ages can develop the skills to work productively
and satisfyingly in the jobs of tomorrow.
The OECD provides a forum in which governments can work together to share
experiences and seek solutions to common problems. OECD works with
governments to understand what drives economic, social and environmental
change. OECD measures productivity and global flows of trade and investment
analyse and compare data to predict future trends, set international standards on a
wide range of things, from agriculture and tax to the safety of chemicals etc.
Objects of IOD
To promote for the public benefit high levels of skill, knowledge, professional competence
and integrity on the part of directors, and equivalent office holders however described, of
companies and other organisations;
To promote the study, research and development of the law and practice of corporate
governance, and to publish, disseminate or otherwise make available the useful results of
such study or research
To represent the interests of members and of the business community to government and
in all public forums, and to encourage and foster a climate favourable to entrepreneurial
activity and wealth creation.
To advance the interests of members of the Institute, and to provide facilities, services and
benefits for them.
To promote good standards in corporate governance and business practice throughout the
Commonwealth.
To facilitate the development of appropriate institutions which will be able to advance,
teach and disseminate such standards.
The CACG guidelines set out 15 Principles of corporate governance. The Principles apply
equally to boards of directors of all business enterprises – public, private, family owned or
state-owned. The Principles are applicable to both executive and non-executive directors.
CONFERENCE BOARD
The Conference Board was established in 1916 in the United States of America.
The Conference Board creates and disseminates knowledge about management and the
marketplace to help businesses strengthen their performance and better serve society.
The Conference Board is dedicated to equipping the world’s leading corporations with the
practical knowledge they need to improve their performance and better serve society.
It works as a global, independent membership organization in the public interest, it
conducts research, convenes conferences, makes forecasts, assesses trends, publishes
information and analysis, and brings executives together to learn from one another.
ASIAN CORPORATE GOVERNANCE ASSOCIATION (ACGA)
The Asian Corporate Governance Association (ACGA) is an independent, non-profit membership
organization. ACGA was founded in 1999 from a belief that corporate governance is fundamental to
the long-term development of Asian economies and capital markets.
ACGA’s scope of work covers three areas:
Research
Advocacy
Education
ACGA is funded by a network of sponsors and corporate members, including leading pension
and investment funds, other financial institutions, listed companies, multinational
corporations, professional firms and educational institutions. It is incorporated under the
laws of Hong Kong and is managed by a secretariat based there. Its governing Council
comprises directors from around Asia.
The institution of the Award aims at promoting the cause of Corporate Governance by:
The Institute annually bestows upon a corporate leader the “ICSI Lifetime Achievement Award for
Translating Excellence in Corporate Governance into Reality” keeping in view the attributes like: ─
Outstanding contribution to social upliftment and institution building;
Exemplary contribution in enhancement of stakeholders’ value;
A visionary with innovative ideas;
Long tradition of trusteeship, transparency and accountability;
Qualities of leadership, team spirit, integrity and accountability;
Proven track record of adherence of statutory obligations; and
Social acceptance and approval
SOME EXAMINATION QUESTIONS
1. Briefly discuss the initiatives of the Institute of Company Secretaries of India in the area of
Corporate Governance.
2. With the goal of promoting better corporate governance practices in India, the Government
of India has set up National Foundation for Corporate Governance (NFCG). Explain in brief the
mission of NFCG.
3. What is Asian Corporate Governance Association (ACGA) ? Discuss the scope of work of
ACGA.
4. Discuss about the Organisation for Economic Co-operation and Development.
5. Write notes on:
Commonwealth Association for Corporate Governance
Institute of Directors
International Corporate Governance Network
European Corporate Governance Institute
Conference Board
Corporate Secretaries International Association
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CHAPTER 12
RISK MANAGEMENT
Risk The possibilities of actual outcome being different from the expected outcome.
CLASSIFICATION OF RISKS
Risk may be classified according to controllability, i.e Controllable risk and Uncontrollable risk. In other
words, the Controllable risk is categorized as Unsystemic Risk and Uncontrollable risk is categorized as
Systemic Risk. The concept of controllable and uncontrollable risk may be further explained as under:
Systemic Risk Unsystemic Risk
It is not fully uncontrollable by an It is usually controllable by an
organisation. organisation.
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The risks may also be broadly segregated as Financial Risk and Non-financial Risk. Often both financial
and non financial risks are present in any situations which need to be managed and understood.
Financial Risk Non-Financial Risk
The risk which has some direct financial impact on This type of risks do not usually have direct and
the entity is treated as financial risk. This risk may immediate financial impact on the business, but
be the consequences are very serious and later do
have significant financial impact if these risks are
Market risk,
not controlled at the initial stage. This type of risk
Credit risk, may include,
Reputation Risk,
Transaction risk,
Disaster Risk.
a. Interest Rate Risk: The financial assets which are connected with
interest factors such as bonds/ debentures, faces the interest rate
risk. For example Interest rate risk adversely affects value of fixed
income securities. Any increase in the interest reduces the price of
bonds and debts instruments in debt market and vice - versa. So it
can be said that the changes in the interest rates have an inverse
relationship with the price of bonds.
b. Currency Risk: The volatility in the currency rates is called the
currency risk. These risks affect the firms which have international
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operations of business and the quantum of the risk depends on the
nature and extent of transactions with the external market.
c. Equity Risk: It means the depreciation in one’s investment due to
the change in market index. For example in the context of
securities, Beta of a stock tells us the market risk of that stock and it
is associated with the day-to-day fluctuations in the market.
d. Commodity Risk: This type of risk is associated with the absolute
changes in the price of the commodity. Since commodities are
physical assets, hence the prices change on account of the demand
and supply factor.
II. Credit Risk When a counter party is unable or unwilling to fulfil their contractual
obligation, the credit risk arises. This type of risk is related to the probability
of default and recovery date. Its effect is measured by cost of replacing cash
flow if the other party defaults. For example, in case of loan given by a bank
to the borrower and the borrower defaults in making payments of the
installments or due interest on the due date, is termed as credit risk.
III. Liquidity Risk The liquidity risk arises due to mis-matches in the cash flow i.e. absence of
adequate funds. Liquidity is altogether different from the word solvency. A
firm may be in sound position as per the balance sheet, but if the current
assets are not in the form of cash or near cash assets, the firm may not make
payment to the creditors which adversely affect the reputation of the firm.
The liquidity risk may be of two types, trading risk and funding risk.
Trading Risk: It may mean the absence of the liquidity or enough
products or securities etc to actually undertake buy and sell
activities. e.g. in the context of securities trading inability to enter
into derivative transactions with counter parties or make sales or
purchase of securities.
Funding Risk: It refers to the inability to meet the obligations e.g.
inability to manage funds by either borrowing or the sale of
assets/securities. It arises where the balance sheet of a firm contains
illiquid financial assets which cannot be turned in to cash within a
very short time.
IV. Operational / It arises due to inadequate systems, system capacities, system failure, and
System/ obsolescence risk, management failure on account co-ordination, faulty
Management Risk control or human error. Some best practice against the operational risk
includes clear separation of responsibilities with strong internal control and
regular contingency planning.
V. Obsolescence Risk In the rapid changing world Obsolescence risk is fast emerging and unless the
companies are able to cope up with this timely, the impact will be quite
heavy and may lead to closure of the units also. Nokia is the latest example
on this.
VI. Legal Risk This risk arises when a counter party does not have the legal or regulatory
authority to engage in the transactions. It also includes the compliance and
regulatory risk like insider trading, market manipulations, defaults and
mismanagement of legal affairs etc.
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VII. Political/ Country Political risk may be on account of declaration of elections in the territory,
Risk area specific risk and political uncertainity.
The Country risk arises where the firm have its business operations abroad.
This risk may arise due to out-break of war between countries, imposition of
the ban on the business transaction of particular commodity/product.
judiciary, legislative and general environment for business.
RISK MANAGEMENT
“Risk Management” is a term used to describe the processes which aim to assist organisations identify,
understand, evaluate and take action on their risks with a view to increasing the probability of their
success and reducing the impact and likelihood of failure. Effective risk management gives comfort to
shareholders, customers, employees, other stakeholders and society at large that a business is being
effectively managed and also helps the company or organisation confirm its compliance with corporate
governance requirements.
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Risk management is relevant to all organisations large or small. Effective risk management practices
support accountability, performance measurement and reward and can enable efficiency at all levels
through the organisation. Risk management requires a detailed knowledge and understanding of the
organization (both internal and external) and the processes involved in the business.
Better risk management techniques provide early warning signals so that the same may addressed in
time. In traditional concept the natural calamities like fire, earthquake, flood, etc were only treated as
risk and keeping the safe guard equipments etc were assumed to have mitigated the risk.
Risk management requires commitment from the top management. Thus, Risk Management Process
provides a framework to:
Ensure that all the foreseeable risks involved are actually understood and accepted before
important decisions are taken.
Monitor new projects and ongoing operations to ensure that they continue to develop
satisfactorily and no problems or new risks emerge.
Risk Management is part of the corporate strategy. It is a key management tool to safeguard the
business assets for its use for the productive purposes. Risk Management is a logical and systematic
process of establishing the context, identifying, analysing, evaluating, treating, monitoring and
communicating risks associated with any activity, function or process, in a way that enables an
organisation to minimise losses and maximise opportunities.
Risk Analysis
Risk Assessment
Handling/Mitigation
of Risk
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1. RISK IDENTIFICATION
Risk identification is the first stage of the risk management strategy. For example a risk may be due to
transport of hazardous raw material to the factory. So the source of the risk origin is utmost important
and from this point the journey start to manage the risks.
By risk identification the organization is able to study the activities and places where its resources are
placed to risk. Correct risk identification ensures effective risk management.
The results of risk identification are normally documented in a risk register, which includes:
New risks can be identified throughout the project life cycle as the result of internal or external
changes to a project.
Objective/Purpose:
The objective of the risk identification process is to ensure that all potential project risks are identified.
The ultimate purpose of risk identification is to minimize the negative impact of project hiccups and
threats, and to maximize the positive impact of project opportunities. Awareness of potential project
risks reduces the number of surprises during the project delivery and, thus, improves the chances of
project success, allowing the team to meet the time, schedule and quality objectives of the project.
Finally, the purpose of risk identification is to provide information for the next step of the risk
management process.
Gathering information from various sources - Reliable and high quality information is essential
for effective risk management.
Applying risk identification tools and techniques - The choice of the best suitable techniques
will depend on the types of risks and activities, as well as organizational maturity.
Documenting the risks - Identified risks should be documented in a risk register and a risk
breakdown structure, along with its causes and consequences.
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Documenting the risk identification process - To improve and ease the risk identification
process for future projects, the approach, participants, and scope of the process should be
recorded.
Assessing the process’ effectiveness - To improve it for future use, the effectiveness of the
chosen process should be critically assessed after the project is completed.
2. RISK ANALYSIS
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After identification of the risk parameters, the second stage is of analyzing the risk which helps
to identify and manage potential problems that could undermine key business initiatives or
projects.
To carry out a Risk Analysis, first identify the possible threats and then estimate the likelihood
that these threats will materialize. The analysis should be objective and should be industry
specific.
Risk Analysis can be complex, as it requires to draw on detailed information such as project
plans, financial data, security protocols, marketing forecasts and other relevant information.
However, it’s an essential planning tool, and one that could save time, money, and
reputations.
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Ask others who might have different perspectives. Ask for input from team members
and consult others in the organization, or those who run similar projects.
Tools such as SWOT Analysis and Failure Mode and Effects Analysis can also help to
uncover threats, while Scenario Analysis helps to explore possible future threats.
II. Estimate Risk: Once the threats are identified, it is required to calculate both the likelihood of
these threats being realized, and their possible impact. One way of doing this is to make best
estimate of the probability of the event occurring, and then to multiply this by the amount it will
cost to set things on the right track. This gives a value for the risk:
1. Develop assessment criteria: The first activity within the risk assessment process is to develop a
common set of assessment criteria to be deployed across business units, corporate functions,
and large capital projects. Risks and opportunities are typically assessed in terms of impact and
likelihood.
2. Assess risks: Assessing risks consists of assigning values to each risk and opportunity using the
defined criteria. An initial screening of the risks and opportunities is performed using qualitative
techniques followed by a more quantitative treatment of the most important risks and
opportunities lending themselves to quantification (not all risks are meaningfully quantifiable).
Qualitative assessment consists of assessing each risk and opportunity according to descriptive
scales as described in the previous section. Quantitative analysis requires numerical values for
both impact and likelihood using data from a variety of sources.
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The quality of the analysis depends on the accuracy and completeness of the numerical values
and the validity of the models used. Both qualitative and quantitative techniques have
advantages and disadvantages
For qualitative assessments, the most commonly used assessment techniques are interviews,
crossfunctional workshops, surveys, benchmarking, and scenario analysis. Quantitative
techniques range from benchmarking and scenario analysis to generating forward looking point
estimates (deterministic models) and then to generating forward looking distributions
(probabilistic models).
3. Assess risk interactions: Risks do not exist in isolation. Enterprises have come to recognize the
importance of managing risk interactions. Even seemingly insignificant risks on their own have
the potential, as they interact with other events and conditions, to cause great damage or
create significant opportunity. Therefore, enterprises are gravitating toward an integrated or
holistic view of risks using techniques such as risk interaction matrices, bow-tie diagrams, and
aggregated probability distributions.
4. Prioritize risks: Once the risks have been assessed and their interactions documented, it’s time
to view the risks as a comprehensive portfolio to enable the next step – prioritizing for risk
response and reporting to different stakeholders. Ranking and prioritizing is often done in a two-
step process:
First, the risks are ranked according to one, two, or more criteria such as impact rating
multiplied by likelihood rating or impact multiplied by vulnerability.
Second, the ranked risk order is reviewed in light of additional considerations such as
impact alone, speed of onset, or the size of the gap between current and desired risk
level (risk tolerance threshold). If the initial ranking is done by multiplying financial
loss by likelihood, then the final prioritization should take qualitative factors into
consideration.
5. Response to Risks: The results of the risk assessment process then serve as the primary input to
risk responses whereby response options are examined (accept, reduce, share, or avoid), cost-
benefit analyses performed, a response strategy formulated, and risk response plans developed.
6. Effective and sustainable risk assessment process: To be effective and sustainable, the risk
assessment process needs to be simple, practical, and easy to understand. People aren’t
enough. To be efficient, they must be supported by the right technology.
1. Risk Avoidance: Risk Avoidance means to avoid taking or choosing of less risky business/project.
For example one may avoid investing in stock market due to price volatility in stock prices and
may prefer to invest in debt instruments.
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2. Risk Retention/absorption: It is the handling the unavoidable risk internally and the firm bears/
absorbs it due to the fact that either because insurance cannot be purchased of such type of risk
or it may be of too expensive to cover the risk and much more cost-effective to handle the risk
internally. There are two types of retention methods for containing losses as under: –
Active Risk Retention: Where the risk is retained as part of deliberate management
strategy after conscious evaluation of possible losses and causes. –
Passive Risk Retention: Where risk retention occurred through negligence. Such type
of retaining risk is unknown or because the risk taker either does not know the risk or
considers it a lesser risk than it actually is.
3. Risk Reduction: In many ways physical risk reduction (or loss prevention, as it is often called) is
the best way of dealing with any risk situation and usually it is possible to take steps to reduce
the probability of loss. The ideal time to think of risk reduction measures is at the planning stage
of any new project when considerable improvement can be achieved at little or no extra cost.
The cautionary note regarding risk reduction is that, as far as possible expenditure should be
related to potential future savings in losses and other risk costs; in other words, risk prevention
generally should be evaluated in the same way as other investment projects.
4. Risk Transfer: This refers to legal assignment of cost of certain potential losses to another. The
insurance of ‘risks’ is to occupy an important place, as it deals with those risks that could be
transferred to an organization that specialises in accepting them, at a price. Usually, there are 3
major means of loss transfer viz.,
By Tort,
By contract other than insurance,
By contract of insurance.
The main method of risk transfer is insurance. The value of the insurance lies in the financial
security that a firm can obtain by transferring to an insurer, in return for a premium for the risk
of losses arising from the occurrence of a specified peril. Thus, insurance substitutes certainty
for uncertainty. Insurance does not protect a firm against all perils but it offers restoration,
atleast in part of any resultant economic loss.
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risk for a consideration. The risk may be in the form of loss of reputation or sub quality
performance and this risk is taken care of through transfer.
II. Tolerate Risk or Risk Retention: It is retention of the risk. It is accepting the loss when it
occurs. True self insurance falls in this category. Risk retention is a viable strategy for
small risks where the cost of insuring against the risk would be greater over time than
the total losses sustained. All risks that are not avoided, reduced or transferred are
retained by default. War is an example since most property and risks are not insured
against war, so the loss attributed by war is retained by the insured. Also any amount
of potential loss (risk) over the amount insured is retained risk. This may also be
acceptable if the chance of a very large loss is small or if the cost to insure for greater
coverage amounts is so great it would hinder the goals of the organization too much.
III. Reduce Risk: By far the greater number of risks will belong to this category. The
purpose of treatment is not necessarily to obviate the risk, but more likely to contain
the risk to an acceptable level. Internal controls are actions instigated from within the
organization (although their effects may be felt outside of the organization) which are
designed to contain risk to acceptable levels. Outsourcing could be an example of risk
reduction if the outsourcer can demonstrate higher capability at managing or reducing
risks. In this case companies outsource only some of their departmental needs. For
example, a company may outsource only its software development, the
manufacturing of hard goods, or customer support needs to another company, while
handling the business management itself. This way, the company can concentrate
more on business development without having to worry as much about the
manufacturing process.
IV. Avoid Risk: This method results in complete elimination of exposure to loss due to a
specific risk. It can be established by either avoiding to undertake the risky project or
discontinuance of an activity to avoid risk. This means that no risky projects are
undertaken. Alternatively, a project may be abandoned midway to mitigate the risk
while handling a project. It is not performing an activity which could carry risk. An
example would be not buying a property or business in order to not take on the liability
that comes with it. Another would be not flying in order to not take the risk that the
aeroplaneswere to be hijacked. Avoidance may seem the answer to all risks, but
avoiding risks also means losing out on the potential gain that accepting (retaining) the
risk may have allowed. Not entering a business to avoid the risk of loss also avoids the
possibility of earning profits.
V. Combine Risk: When the business faces two or three risks the overall risk is reduced by
combination. This strategy is suitable mainly in the areas of financial risk. Different
financial instruments say, shares and debentures are taken in a single portfolio to
reduce the risk.
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VI. Sharing Risk: Insurance is a method of sharing risk for a consideration. For example by
paying insurance premium the company shares the risk with companies and the
insurance companies themselves share their risk by doing re-insurance.
VII. Hedging Risk: Exposure of funds to fluctuations in foreign exchange rates, prices etc.,
bring about financial risks resulting in losses or gain. The downside risk is often taken
care.
A key tool is the use of ongoing Control and Risk Self Assessment (CRSA) procedures. This
procedure embeds review of risk and control into the organization at every level and uses the
knowledge and experience of the staff that are closest to each function to assess the movement
in risks and the appropriateness of control.
“any behavior by which one person intends to gain a dishonest advantage over
another”. In other words, fraud is an act or omission which is intended to cause
wrongful gain to one person and wrongful loss to the other, either by way of
concealment of facts or otherwise.
Section 25 of the Indian Penal Code, 1860 defines the word, “Fraudulently”, which
means, a person is said to do a thing fraudulently if he does that thing with intent to
defraud but not otherwise.
Section 17 of the Indian Contract Act, 1872, ‘fraud’ means and includes any of the
following acts committed by a party to a contract, or with his connivance (intentional
active or passive acquiescence), or by his agent with intent to deceive or to induce a
person to enter into a contract.
The suggestion that a fact is true when it is not true and the persons
making the suggestion does not believe it to be true;
The active concealment of a fact by a person having knowledge or belief
of the fact;
A promise made without any intention of performing it;
Any other act fitted to deceive;
Any such act or omission as the law specially declares to be fraudulent.
Section 447 of The Companies Act, 2013 defines “fraud”, which reads as under:
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“fraud” in relation to affairs of a company or anybody corporate, includes any act,
omission, concealment of any fact or abuse of position committed by any person or any
other person with the connivance in any manner, with intent to deceive, to gain undue
advantage from, or to injure the interests of, the company or its shareholders or its
creditors or any other person, whether or not there is any wrongful gain or wrongful
loss.
1. Defining fraud: This shall cover activities which the company would consider as fraudulent.
2. Defining Role & responsibilities: The policy may define the responsibilities of the officers who
shall be involved in effective prevention, detection, monitoring & investigation of fraud. The
company may also consider constituting a committee or operational structure that shall ensure
an effective implementation of anti-fraud strategy of the company. This shall ensure effective
investigation in fraud cases and prompt as well as accurate reporting of fraud cases to
appropriate regulatory and law enforcement authorities.
3. Communication channel: Encourage employees to report suspicious cases of fraud/misconduct.
Any person with knowledge of suspected or confirmed incident of fraud/misconduct must
report the case immediately through effective and efficient communication channel or
mechanism.
4. Disciplinary action: After due investigations disciplinary action against the fraudster may be
considered as per the company’s policy.
5. Reviewing the policy: The employees should educate their team members on the importance of
complying with Company’s policies & procedures and identifying/ reporting of suspicious
activity, where a situation arises. Based on the developments, the policy should be reviewed on
periodical basis.
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the Central Government about the fraud/suspected fraud committed against the company by the
officers or employees of the company.
Consequence of non-compliance: Sub-section 15 of section 143 states that if any auditor, cost
accountant or company secretary in practice do not comply with the provisions of sub-section (12), he
shall be punishable with
For managing the reputation risk, the following principles are worth noting:
I. Section 134(3) (n) of the Companies Act, 2013 provides that a statement indicating
development and implementation of a risk management policy for the company including
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identification therein of elements of risk, if any, which in the opinion of the Board may threaten
the existence of the company.
II. SEBI (LODR) Regulations, 2015 also provides that company shall lay down procedures to inform
Board members about the risk assessment and minimization procedures. The Board shall be
responsible for framing, implementing and monitoring the risk management plan for the
company.
III. The Risk Management Plan must include all elements of risks. The traditional elements of
potential likelihood and potential consequences of an event must be combined with other
factors like the timing of the risks, the correlation of the possibility of an event occurring with
others, and the confidence in risk estimates.
IV. Risk management policies should reflect the company’s risk profile and should clearly describe
all elements of the risk management and internal control system and any internal audit
function. A company’s risk management policies should clearly describe the roles and
accountabilities of the board, audit committee, or other appropriate board committee,
management and any internal audit function.
V. A company should have identified Chief Risk Officer manned by an individual with the vision
and the diplomatic skills to forge a new approach. He may be supported by “risk groups” to
oversee the initial assessment work and to continue the work till it is completed.
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vision and strategy. The activities of the governance professional encompass legal and
regulatory duties and obligations and additional responsibilities assigned by the employer.
However, in essence, the functions of a Governance Professional include:
The listing agreement also provides for the establishment of the Risk Management Committee
as per Regulations. Since it is the part of the Corporate Governance norms and non-compliance
of the same is to be reported by the Company Secretary.
In terms of Section 203(1)(ii), a Company Secretary is a Key Managerial Person. Hence being a
top level officer and board confidante, a Company Secretary can pay a role in ensuring that a
sound Enterprise wide Risk Management [ERM] which is effective throughout the company is in
place.
A Company Secretary can ensure that the following questions [an illustrative list] are
effectively addressed at the board level:
What is the organization’s risk management philosophy?
Is that philosophy clearly understood by all personnel?
What are the relationships among ERM, performance, and value?
How is ERM integrated within organizational initiatives?
What is the desired risk culture of the organization and at what point has its risk
appetite been set?
What strategic objectives have been set for the organization and what strategies have
been or will be implemented to achieve those objectives?
What related operational objectives have been set to add and preserve value?
What internal and external factors and events might positively or negatively impact the
organization’s ability to implement its strategies and achieve its objectives?
What is the organization’s level of risk tolerance?
Is the chosen risk response appropriate for and in line with the risk tolerance levl?
Is communication effective — from the top down, across, and from the bottom up the
organization?
How effective is the process currently in place for exchanging information with
external parties?
What is the process for assessing the presence and performance quality of all eight ERM
components over time?
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RISK GOVERNANCE:
Risk governance includes the skills, infrastructure (i.e., organization structure, controls and
information systems), and culture deployed as directors exercise their oversight. Good risk
governance provides clearly defined accountability, authority, and communication/reporting
mechanisms.
Risk oversight is the responsibility of the entire Board and the same can be achieved through a
review mechanism which inter-alia could include:
Developing policies and procedures around risk that are consistent with the
organization’s strategy and risk appetite.
Taking steps to foster risk awareness.
Encourage an organizational culture of risk adjusting awareness .
Maintenance of a Risk Register .
A compliance certificate on the identification of risks and establishment of mitigation
measures.
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Components of Enterprise Risk Management:
Enterprise risk management consists of eight interrelated components. These are derived from the way
management runs an enterprise and are integrated with the management process. These components
are:
Internal Environment – The internal environment encompasses the tone of an organization, and
sets the basis for how risk is viewed and addressed by an entity’s people, including risk
management philosophy and risk appetite, integrity and ethical values, and the environment in
which they operate.
Objective Setting – Objectives must exist before management can identify potential events
affecting their achievement. Enterprise risk management ensures that management has in place
a process to set objectives and that the chosen objectives support and align with the entity’s
mission and are consistent with its risk appetite.
Event Identification – Internal and external events affecting achievement of an entity’s
objectives must be identified, distinguishing between risks and opportunities.
Risk Assessment – Risks are analyzed, considering likelihood and impact, as a basis for
determining how they should be managed. Risks are assessed on an inherent and a residual
basis.
Risk Response – Management selects risk responses – avoiding, accepting, reducing, or sharing
risk – developing a set of actions to align risks with the entity’s risk tolerances and risk appetite.
Control Activities – Policies and procedures are established and implemented to help ensure the
risk responses are effectively carried out.
Information and Communication – Relevant information is identified, captured, and
communicated in a form and timeframe that enable people to carry out their responsibilities.
Effective communication also occurs in a broader sense, flowing down, across, and up the entity.
Monitoring – The entirety of enterprise risk management is monitored and modifications made
as necessary. Monitoring is accomplished through ongoing management activities, separate
evaluations, or both.
It is the charter for an effective Risk Management, it provides an uniform set-off principles for adopting
Risk Management Process.
Scope
ISO 31000:2009 provides generic guidelines for the design, implementation and maintenance of risk
management processes throughout an organization.
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Accordingly, ISO 31000:2009 is intended for a broad stakeholder group including:
Executive level stakeholders.
Appointment holders in the enterprise risk management group.
Risk analysts and management officers.
Line managers and project managers.
Compliance and internal auditors.
Independent practitioners.
Benefits:
ISO 31000 ISO 31000 contains 11 key principles that position risk management as a fundamental
process in the success of the organization. ISO 31000 is designed to help organizations:
1. Increase the likelihood of achieving objectives
2. Encourage proactive management
3. Be aware of the need to identify and treat risk throughout the organization
4. Improve the identification of opportunities and threats
5. Comply with relevant legal and regulatory requirements and international norms
6. Improve financial reporting Improve governance
7. Improve stakeholder confidence and trust
8. Establish a reliable basis for decision making and planning
9. Improve controls
10. Effectively allocate and use resources for risk treatment
11. Improve operational effectiveness and efficiency
12. Enhance health and safety performance, as well as environmental protection
13. Improve loss prevention and incident management
14. Minimize losses.
15. Improve organizational learning
16. Improve organizational resilience.
17. Proactively improve operational efficiency and governance.
Managing risk:
ISO 31000:2009 gives a list on how to deal with risk:
Avoiding the risk by deciding not to start or continue with the activity that gives rise to the risk
Accepting or increasing the risk in order to pursue an opportunity
Removing the risk source
Changing the likelihood
Changing the consequences
Sharing the risk with another party or parties (including contracts and risk financing)
Retaining the risk by informed decision
The risk profile of a company may be represented through a Risk Register, a suggestive template of
which is illustrated below:
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1. Business Risk Decreasing market Lack of innovation, Keeping a vigil on
share market survey latest
etc., developments and
continuous
monitoring
2. Financial risk Leveraging capital Inability to assess Adoptiong a
structure and the the appropriate Resource planning
cash flows funding policy
requirements
3. Regulatory and C o Non compliance of Not keeping knowledge
m p l i a n c e Risk applicable laws abreast of the updation &
latest changes in maintenance of a
the Regulatory robust compliance
environment check list
RISK MATRIX
Risk Matrix is a matrix that is used during Risk & Control Self Assessment (RCSA) activity to define the
various levels of risk at each stage, activity, process and sub-process. Risk Matrix comprises of :
Impact analysis
Likelihood
Operating Effectiveness
Design Effectiveness
Ratings are assigned to all above categories, pre and post control environment. Based on the ratings a
Gross/ Inherent Risk Level and Residual Risk level is determined (HIGH/MEDIUM/LOW), respectively.
The Inherent and Residual Risks follow the RED-AMBER-GREEN color coding mapped to HIGH-MEDIUM-
LOW Risks, respectively.
A risk management policy serves two main purposes: to identify, reduce and prevent undesirable
incidents or outcomes and to review past incidents and implement changes to prevent or reduce
future incidents. A risk management policy should include the following sections:
Risk management and internal control objectives (governance)
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List of documentation for analysing and reporting risk (risk protocols)
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SOME EXAMINATION QUESTIONS
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CHAPTER 13
Compliance Management
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follow or face penalties. or to improve quality.
Such regulations may
potentially be productive
for society but don’t
necessarily contribute to
an organization’s goals.
SIGNIFICANCE OF 1. Image building of a responsible corporate citizen.
COMPLIANCE 2. Stake holders can trust in the working of the corporate.
3. Prevent improper conduct in the organization.
4. It keeps things running smoothly and minimizes risks.
5. It helps the company in maintaining a good reputation
6. Real time status of legal/statutory compliances.
7. Higher Productivity in the Company.
8. Building Positive Reputation.
9. It enhances credibility/creditworthiness being a law abiding
company.
10. Proper compliance management avoids the penal provisions.
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to be complete with respect to the law. It is important to keep in mind that if
a strong legal governance component is in place, risk can be accurately
assessed and the monitoring of legal compliance be carried out efficiently.
Thus legal compliance is a must and if the company has entered into formal
contracts with customers, the clauses of those contracts also become legal
requirements. Without adherence to the letter of the law, the corporates
face costly litigation and the potential of untold damage to the business and
its reputation
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a note before the Board of Directors periodically for their perusal
and directions wherever required.
3. Developing open lines of communication: The Compliance Policy
shall have a provision to welcome open communication for
reporting instances of potential fraud and abuse. This concept of
whistle blower may prove to be early warning signals and may be
effective in prevention thereof. The name and designation of the
reporting official shall be kept confidential.
4. Appropriate training and education: For effective implementation
of the compliance policy and for updating employees, officers,there
is need of proper training and education.
5. Internal monitoring and auditing: The compliance policy shall
contain a clause for having the effective auditing and monitoring
plans.
6. Response to detected deficiencies: Wherever the deficiencies in the
prescribed procedure come in the knowledge of the concerned
official, there shall be a reporting system to make a report to the
designated official.
7. Enforcement of disciplinary standards: There shall be a clause in
the compliance policy to take the disciplinary action against the
erring official, who has not adhered to the prescribed set of rules
and regulations.
PROCESS OF Installing proper compliance process is a must for the success of compliance
CORPORATE programme. Systematic approach helps in chalking out a plan of action in
COMPLIANCE right direction. Some companies have a streamlined, highly efficient system
MANAGEMENT for managing their compliance requirements. By adopting a unified approach
to regulatory management, companies can minimize costs, maximize
efficiency and reduce their risk exposure. It is desirable that the compliance
management process is so designed that it is able to generate a complete
MIS Report for secretarial and legal data providing the key information
including company details, key dates, brief information about company’s
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business, certifications obtained, addresses of office locations, details of
Board of Directors, shareholding pattern, key registration nos. such as
company registration no., scrip code, ISIN code etc., contact details of
agencies such as auditors, consultant, banker, government agencies,
printers, R&T agents etc It is essential to segregate roles and responsibilities
within the function to ensure proper distribution of work, rotation of
responsibilities where possible, avoid confusion and set focus for each
person within the function. Critical compliance means the severity of
compliance and its impact on business, while it is true that all laws are of
equal importance and should be complied with in letter and spirit.
CHECKLIST TO BE a. Understand the Scope: Identify all regulatory and internal
FOLLOWED FOR compliance needs and efforts to challenge if organizational
SETTING UP A GOOD responsibilities are properly aligned. This should not be a “one and
COMPLIANCE done” step, but rather performed periodically as regulatory
PROGRAM landscapes and operational environments are typically changing.
b. Gather Internal and External Intelligence: Tap the collective
intelligence of the company by soliciting thoughts from the Board,
management and employees. Also look beyond the walls of the
organization to understand industry developments and competitor
reactions to corporate compliance. This includes researching legal
actions to help identify risks.
c. Define Objectives: Define objectives from an enterprise and business
unit standpoints.
d. Conduct a Risk Assessment: Identify risks, probabilities, and the
significance in terms of both qualitative and quantitative measures.
Consider scenarios from a cause-and-effect .
e. StandpointAlign Controls: Policies, procedures, and actions within a
process, should be in place to address the risks to best achieve
objectives.
f. Verify /Buy-In and Understandability: Everyone needs to know their
roles. For control owners to be expected to act appropriately, they
need to understand the “why” and “how” of the compliance
program. Controls need to be clearly communicated, ideally with a
feedback loop so control owners can voice their insights and
concerns.
g. Test Cultural Support: Many organizations have put in place paper
programs that have no real effect on the operations of the
organization. Determine if the cultures at headquarters and all
relevant business units are supportive of a strong corporate
compliance program. This can be accomplished through surveys,
independent reviews and entity-level control assessments.
h. Assess On-Going Compliance: Build monitoring, internal audit and
special reviews into the compliance program to help ensure that
controls are operating effectively. This effort should also seek to
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identify the most-efficient alignment of responsibilities and controls.
i. Train, Educate and Communicate: Deliver periodic targeted training
and share compliance information with the business units, global
functions, external partners, customers, vendors, and other
stakeholder groups.
j. Measure Results and Report to Board: Develop a reporting
dashboard to keep management groups and the Board aware of
compliance measures, trends and developments. This should address
both internal and external activities.
INTERNAL COMPLIANCE The Internal Compliance Reporting Mechanism (ICRM) should be sound and
REPORTING fool proof. Deviations in nonreporting should be avoided. In any Compliance
MECHANISM (ICRM) Program it is of paramount important that the employees working in the
organisation shall feel free in reporting non-compliance related issues either
by their own parts or has observed any deficiency on the counter part. The
ICRM may involve the following process:
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Management Visibility: report to the audit committee or board of
directors.
Employee Protection: protect reporting employees both during
employment and after departure from the company.
External Communication: report to shareholders and other
interested parties on actions taken and results achieved.
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Industrial Dispute Act, 1947.
Pollution/Environment Air (Prevention and Control of Pollution) Act, 1981.
related Laws: Water (Prevention and Control of Pollution) Act, 1974.
Environment Protection Act, 1986.
Public Liability Insurance Act, 1991.
Industry Specific Laws: Legislations applicable to specific categories of industries – electricity,
power generation and transmission, insurance, banking, chit funds,
etc.
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reporting that could be viewed by the Board, corporate compliance officer,
entity compliance coordinators, quality offices and others as designated.
COMPLIANCE SOLUTIONS
Risk/Cultural Through employee surveys, interviews, and document reviews, a company’s
Assessment: culture of ethics and compliance at all levels of the organization is validated.
Our Reports and recommendations with detail observations identify gaps
between company’s current practices and benchmarks with international
practices.
Program In this phase, compliance solution providers help company in creating
Design/Update: guideline documents that outline the reporting structure, communications
methods, and other key components of the code of ethics and compliance
program.
Policies and In this phase compliance solution providers help company to develop or
Procedures: enhance the detailed policies of the program, including issues of financial
reporting, antitrust, conflicts of interest, gifts and entertainment, records
accuracy and retention, employment, the environment, global business,
fraud, political activities, securities, and sexual harassment, among others.
Communication, Compliance solution providers help company to clearly articulate,
Training and communicate, and reinforce not only the specifics of the program, but also
Implementation: the philosophy behind it, and the day-to-day realities of it. In this way, key
stakeholders and other personnel are more likely to embrace the program
and incorporate it into their attitudes and behaviours.
Ongoing self- The true test of a company’s ethics and compliance program comes over
Assessment, time. The cultural assessment, mechanisms, and processes put in place
Monitoring and including employee surveys, internal controls, and monitoring and auditing
Reporting: programs, help organisations achieve sustained success.
The Companies Act, 2013 (the Act) and the rules made thereunder.
The Securities Contracts (Regulation) Act, 1956 (“SCRA”) and the rules made hereunder.
The Depositories Act, 1996 and the Regulations and Bye laws framed thereunder.
Foreign Exchange Management Act, 1999 and the rules and regulations made thereunder to
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the extent of Foreign Direct Investment, Overseas Direct Investment and External Commercial
Borrowings.
The following Regulations and Guidelines prescribed under the Securities and Exchange
Board of India Act, 1992 („SEBI Act‟):-
The Securities and Exchange Board of India (Substantial Acquisition of Shares and Takeovers)
Regulations, 2011;
The Securities and Exchange Board of India (Prohibition of Insider Trading) Regulations,
1992.
The Securities and Exchange Board of India (Issue of Capital and Disclosure Requirements)
Regulations, 2009.
The Securities and Exchange Board of India (Employee Stock Option Scheme and Employee
Stock Purchase Scheme) Guidelines, 1999.
The Securities and Exchange Board of India (Issue and Listing of Debt Securities) Regulations,
2008.
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SOME EXAMINATION QUESTIONS
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CHAPTER 14
Internal Control
INTERNAL The International Standard on Auditing 315 (SA 315) defines internal control.
CONTROL: According to SA 315:
Internal control is a process designed, implemented and maintained by those
charged with the governance, management and other personnel.[TCWG]
It provides reasonable assurance about the
achievement of an entity’s objectives in the categories of financial
reporting,
effectiveness and efficiency of operations,
safeguarding of assets and
compliance with applicable laws and regulations.[LOAF]
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very wide in their scope. They include all other managerial
controls concerned with decision making process. They are
concerned with the authorisation of transactions and
include anything from plan of organisation to procedures,
record keeping, distribution of authority and the process of
decision-making. Administrative controls have an indirect
relationship with financial records and the auditor may
evaluate only those administrative controls which have a
bearing on the financial records.
Examples of operational controls are: quality control,
works standards, periodic reporting, policy appraisal etc.
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check that the transactions to be recorded and processed
have been authorised, and that they are all included and
that they are correctly recorded and accurately processed.
Such controls include checking the arithmetical accuracy of
the records, the maintenance and checking of totals,
reconciliations, control accounts and trial balances, and
accounting for documents.
Supervision: Any system of internal control should include the
supervision by responsible officials of day-to-day
transactions and the recording thereof. The supervisory role
undertaken by staff should be allocated to those with proper
training and suitability to such a function.
COMPONENTS OF INTERNAL CONTROL (MICRA)
Control Environment: The control environment is the comprehensive set of actions taken by
management that set the tone for how employees engage in their day-to-day activities. The control
environment is comprised of all policies and procedures the actions taken by management to deal
with issues, and the values they espouse. Taken as a whole, the control environment shows the level
of support that management has for the system of internal controls.If control environment is weak
then internal control tends to be weak.
The control environment encompasses the following elements:
a. Communication and enforcement of integrity and ethical values .
b. Commitment to competence.
c. Participation by those charged with governance.
d. Management’s philosophy and operating style.
e. Organizational structure.
f. Assignment of authority and responsibility.
g. Human resource policies and practices.
Entity’s Risk Assessment Process: For financial reporting purposes, the entity’s risk assessment
process includes how management identifies business risks relevant to the preparation of financial
statements in accordance with the entity’s applicable financial reporting framework, estimates their
significance, assesses the likelihood of their occurrence, and decides upon actions to respond to and
manage them and the results thereof. Risks can arise or change due to circumstances such as the
following:
Changes in operating environment.
New personnel.
Rapid growth.
New technology.
New business models, products, or activities.
Corporate restructurings.
Information System, Including the Related Business Processes, Relevant to Financial Reporting, and
Communication:
The information system relevant to financial reporting objectives, which includes the financial
reporting system, encompasses methods and records that:
Identify and record all valid transactions.
Describe on a timely basis the transactions in sufficient detail to permit proper classification
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of transactions for financial reporting.
Measure the value of transactions in a manner that permits recording their proper monetary
value in the financial statements.
Determine the time period in which transactions occurred to permit recording of
transactions in the proper accounting period.
Present properly the transactions and related disclosures in the financial statements.
Communication, which involves providing an understanding of individual roles and responsibilities
pertaining to internal control over financial reporting, may take such forms as policy manuals,
accounting and financial reporting manuals, and memoranda. Communication also can be made
electronically, orally, and through the actions of management.
Control Activities: Generally, control activities that may be relevant to an audit may be categorized as
policies and procedures that pertain to the following:
Performance reviews: These control activities include reviews and analyses of actual
performance versus budgets, forecasts, and prior period performance; relating different sets
of data – operating or financial – to one another, together with analyses of the relationships
and investigative and corrective actions; comparing internal data with external sources of
information; and review of functional or activity performance.
Information processing: The two broad groupings of information systems control activities
are application controls, which apply to the processing of individual applications, and general
IT controls, which are policies and procedures that relate to many applications and support
the effective functioning of application controls by helping to ensure the continued proper
operation of information systems.
Monitoring of Controls: An important management responsibility is to establish and maintain
internal control on an on-going basis. Monitoring of controls may include activities such as
management’s review of whether bank reconciliations are being prepared on a timely basis,
internal auditors’ evaluation of sales personnel’s compliance with the entity’s policies on
terms of sales contracts, and a legal department’s oversight of compliance with the entity’s
ethical or business practice policies. Monitoring is done also to ensure that controls continue
to operate effectively over time.
Physical controls: Controls that encompass:
The physical security of assets, including adequate safeguards such as secured
facilities over access to assets and records.
The authorization for access to computer programs and data files.
The periodic counting and comparison with amounts shown on control records (for
example, comparing the results of cash, security and inventory counts with
accounting records).
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4. If not well instituted it may encourage over staffing.
5. Rigid implementation may lead to a slowdown in the operation.
6. Additionally, controls can be circumvented by the collusion of two or more people or
inappropriate management override of internal control.
7. Further, in designing and implementing controls, management may make judgments on the
nature and extent of the controls it chooses to implement, and the nature and extent of the
risks it chooses to assume.
Internal The Institute of Chartered Accountants of England and Wales defines internal check
Check as the allocation of authority and work in such a manner as to effort the checks on
the day to day transactions which operate continuously as part of routine system
whereby the work of one person is automatically proved independently or is
complementary to the work of another, the object being prevention or early
detection of error and frauds.
The following are the important objects of internal check system: (i) To assign to a
specific person, the responsibility of particular acts, defaults or omissions by
allocation of specific duties. (ii) To obtain physical and financial confirmation of
facts and entries physical and financial by creation and preservation of necessary
records. (iii) To facilitate the breakdown of accounting procedures where required
so as to avoid bottlenecks and establish an even flow of work and operations. (iv)
To reduce the possibilities of fraud and errors.
Essential Features of Internal Check:
There should be proper division of work and responsibilities.
The duties of each person should be properly defined so as to fix definite
responsibilities of each individual.
Possibilities of giving absolute control to anybody should not be left out
unchecked.
Too much confidence on a person should be avoided.
Physical inventory of fixed assets and stocks should be taken periodically.
Assets should be protected from unauthorised use.
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Internal Audit “Internal audit is an independent appraisal activity established within an
organisation to examine and evaluate the activities as a service to the organisation.
The objective of internal audit is to assist members of the organisation in the
effective discharge of their responsibilities. To this end, the internal auditor furnishes
them with analyses, appraisal, recommendations, counsel and information
concerning the activities reviewed.”
The following are the main aspects of internal auditing: 1. Review, appraisal and
evaluation of the soundness, adequacy and application of financial, accounting and
other operating controls. 2. Ascertaining the adequacy and reliability of
management information and control systems. 3. Ascertaining the achievement of
management objectives and compliance with established plans, policies and
procedures. 4. Ensuring proper safeguards for assets - their utilization and
accounting thereof. 5. Detection and prevention of fraud and error. 6. Ascertaining
the integrity of management data in an organisation.
In 1992 the COSO released its Internal Control–Integrated Framework (the original framework). On
May 14, 2013, COSO released its revisions and updates to the 1992 document Internal Control .
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As per definition given by COSO, the Internal control is a process, effected by an entity’s board of
directors, management, and other personnel, designed to provide reasonable assurance regarding the
achievement of objectives relating to operations, reporting, and compliance.
The fundamental concepts from the definition of Internal Control are:
Geared to the achievement of objectives in one or more separate but overlapping Categories.
A process consisting of ongoing tasks and activities – it is a means to an end, not an end in
itself.
Effected by people – it is not merely about policy and procedure manuals, systems, and forms,
but about people and the actions they take at every level of an organization to effect internal
control.
Able to provide reasonable assurance, not absolute assurance, to an entity’s senior
management and board of directors.
Adaptable to the entity structure – flexible in application for the entire entity or for a particular
subsidiary, division, operating unit, or business process.
Objectives:
The Framework sets forth three categories of objectives, which allow organizations to focus on separate
aspects of internal control:
Operations Objectives: These pertain to effectiveness and efficiency of the entity’s operations,
including operational and financial performance goals, and safeguarding assets against loss.
Reporting Objectives : These pertain to internal and external financial and non-financial
reporting and may encompass reliability, timeliness, transparency, or other terms as set forth
by regulators, standard setters, or the entity’s policies.
Compliance Objectives: These pertain to adherence to laws and regulations to which the entity
is subject.
Components of Internal Control: When we talk about the Internal Control, two key phrase comes to our
mind i.e.
1. Internal Check : Internal check means an arrangement that a transaction is process by two or
more persons and each one is independent and starts with when the predecessor has
completed the task. So, it is a self balancing system, which have the in-built systems of
independent checking of the work done by other.
2. Internal Audit : The second important aspect is the internal audit. Internal audit may be done
by the own staff or by engaging any professional person outside of the organisation. The scope
of the internal audit is determined by the management. Internal Auditor is required to submit
its report to the management (who is appointing authority). The report should inter alia cover
the points relating to the, adequacy of the internal check and control systems, adherence to the
established management controls, maintenance of the records and reports on the financial
accounting etc. The internal audit should be carried out of all the Departments of the
organisations and before start of the audit, the auditor should well understand the plans,
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policies and procedures of the Dept/Firm in order to find the job specifications, its descriptions
and accountability.
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Limitation of Internal control
Management: The chief executive officer is ultimately responsible and should assume “ownership”
of the system. More than any other individual, the chief executive sets the “tone at the top” that
affects integrity and ethics and other factors of a positive control environment.
The CEO or the Managing Director or manager or in their absence, a Whole Time Director
appointed in terms of Companies Act, 2013 and the CFO shall certify to the Board that :
A. They have reviewed financial statements and the cash flow statement for the year and that
to the best of their knowledge and belief :
these statements do not contain any materially untrue statement or omit any
material fact or contain statements that might be misleading;
these statements together present a true and fair view of the company’s affairs and
are in compliance with existing accounting standards, applicable laws and
regulations.
B. There are, to the best of their knowledge and belief, no transactions entered into by the
company during the year which are fraudulent, illegal or violative of the company’s code of
conduct.
C. They accept responsibility for establishing and maintaining internal controls for financial
reporting and that they have evaluated the effectiveness of internal control systems of the
company pertaining to financial reporting and they have disclosed to the auditors and the
Audit Committee, deficiencies in the design or operation of such internal controls, if any, of
which they are aware and the steps they have taken or propose to take to rectify these
deficiencies.
D. They have indicated to the auditors and the Audit committee:
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significant changes in internal control over financial reporting during the year;
significant changes in accounting policies during the year and that the same have
been disclosed in the notes to the financial statements; and
instances of significant fraud of which they have become aware and the
involvement therein, if any, of the management or an employee having a
significant role in the company’s internal control system over financial reporting.
Board of Directors: Management is accountable to the board of directors, which provides governance,
guidance and oversight. Effective board members are objective, capable and inquisitive. They also have
a knowledge of the entity’s activities and environment, and commit the time necessary to fulfill their
board responsibilities. A strong, active board, particularly when coupled with effective upward
communications channels and capable financial, legal and internal audit functions, is often best able to
identify and correct such a problem.
Companies Act 2013 Section 134(5)(e) The Directors’ Responsibility Statement referred shall state
that:
the directors, in the case of a listed company, had laid down internal financial controls to be
followed by the company and that such internal financial controls are adequate and were
operating effectively.
Internal Auditors: Internal auditors play an important role in evaluating the effectiveness of control
systems, and contribute to ongoing effectiveness. Because of organizational position and authority in an
entity, an internal audit function often plays a significant monitoring role.
Other Personnel: Internal control is, to some degree, the responsibility of everyone in an organization
and therefore should be an explicit or implicit part of everyone’s job description. Virtually all employees
produce information used in the internal control system or take other actions needed.
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SOME EXAMINATION QUESTIONSS
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CHAPTER 15
Reporting
FINANCIAL REPORTING
MEANING: Financial reporting is the process of producing statements that disclose an
organisation’s financial status to management, investors and the
government.
PURPOSES: It helps management to engage in effective decision making
concerning the company’s objectives and overall strategies.
Financial reporting provides vital information about the financial
health and activities of the company to its stakeholders including
its shareholders, potential investors, consumers, and government
regulators.
COMPONENTS: The financial statements – Balance Sheet, Statement of Profit &
Loss, Cash flow statement & Statement of changes in stock holder’s
equity.
The notes to financial statements .
Quarterly & Annual reports (in case of listed companies) .
Prospectus (In case of companies going for IPOs).
Management Discussion & Analysis (In case of public companies)
OBJECTIVES: 1) Helps management of an organisation in planning, analysis,
benchmarking and decision making.
2) Helps investors, promoters, debt provider, creditors in making
rational and prudent decisions regarding investment, credit etc.
3) Providing information to shareholders & public at large in case of
listed companies about various aspects of an organisation.
4) Providing information as to how an organisation is procuring &
using various resources.
5) Providing information to the statutory auditors which in turn
facilitates audit..
IMPORTANCE: In helps and organisation to comply with various statues and
regulatory requirements applicable to company.
Financial Reports forms backbone for financial planning, analysis,
bench marking and decision making. These are used for above
purposes by various stakeholders.
Financial reporting helps organisations to raise capital both
domestic as well as overseas.
On the basis of financials, the public in large can analyze the
performance of the Organization as well as of its management.
LIMITATIONS: Information provided by financial reporting are approximate rather
than exact measures.
Financial reporting are historical in nature.
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Involve huge cost.
NON-FINANCIAL REPORTING:
It contains the information relating to the company’s performance during the previous year, future
projections, award achievements and penalty imposed, if any by any regulators, are apprised to the
Stake holders by way of reporting in the annual report.
Non-financial reporting is an opportunity to communicate in an open and transparent way with
stakeholders. In their non-financial reports, firms volunteer an overview of their environmental and
social impact during the previous year. The information in nonfinancial reports contributes to
building up a company’s risk-return profile.
BOARD’S REPORT:
The Companies Act, 2013, requires the Board of Directors of every company to attach its report to the
financial statements to be laid before the members at the annual general meeting. The Board’s
Report is an important means of communication, provides the stakeholders with both financial and
non-financial information. A board’s report should typically include information under following
heads:
Company Specific Information
General Information
Corporate Social Responsibility (CSR)
Risk Management
Auditors Report
Secretarial Audit Report
Explanations in Response to Auditors’ Qualifications
Compliance With Secretarial Standards
Corporate Insolvency Resolution Process Initiated Under The Insolvency And Bankruptcy
Code, 2016 (IBC)
Annual Return
Failure to Implement any Corporate Action.
CORPORATE SOCIAL RESPONSIBILITY REPORT:
The Board of the Company is mandated to prepare a CSR Report under Section 134(3)(o) of the
Companies Act, 2013. The Companies (CSR Policy) Rules, 2014 provide for the format for reporting
CSR activities annually. The format for the annual report on CSR activities to be included in the
Board’s report is as follows:
The Composition of the CSR Committee.
Average net profit of the company for the last three financial years
Prescribed CSR expenditure (two per cent, )
Details of CSR spent during the financial year
A brief outline of the company’s CSR policy, including overview of projects or programs
proposed to be undertaken and a reference to the web-link to the CSR policy and projects
or programs.
Total amount to be spent for the financial year:
Amount unspent, if any.
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CORPORATE SUSTAINABILITY REPORTING:
Corporate sustainability is an approach that creates long-term stakeholder value by implementing a
business strategy that considers every dimension of how a business operates in the ethical, social,
environmental, cultural, and economic spheres.
A sustainability report is an organizational report that gives information about economic,
environmental, social and governance performance. Sustainability reporting aims to communicate
an organization’s sustainability priorities, policies, programs and performance to its investors.
Sustainability reporting can be considered as synonymous with other terms for non-financial
reporting; triple bottom line reporting, corporate social responsibility (CSR) reporting, and more. It
is also an intrinsic element of integrated reporting; a more recent development that combines the
analysis of financial and non-financial performance.
BENEFITS: 1. Internal benefits of sustainability reporting for companies and
organizations can include:
Increased understanding of risks and opportunities.
Emphasizing the link between financial and non-financial
performance .
Influencing long term management strategy and policy,
and business plans.
Streamlining processes, reducing costs and improving
efficiency.
Avoiding being implicated in publicized environmental,
social and governance failures
2. External benefits of sustainability reporting can include:
Mitigating – or reversing – negative environmental, social
and governance impacts
Improving reputation and brand loyalty
Enabling external stakeholders to understand the
organization’s true value, and tangible and intangible assets
Demonstrating how the organization influences, and is
influenced by, expectations about sustainable development
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However, the investor behaviour may vary from company to company and
sometimes they invest in companies without considering the ESG issues
either due to lack of awareness on ESG issues or some other business
reasons.
KEY DRIVERS
Regulations: Governments, at most levels is becoming more innovative and is covering
an ever wider range of activities. The most notable shift has been from
voluntary to mandatory sustainability, monitoring and reporting.
Customers: Public opinion and consumer preferences are a more abstract but powerful
factor that exerts considerable influence on companies, particularly those
that are consumer oriented.
Employees: Those who work for a company bring particular pressure to bear on how
their employers behave; they, too, are concerned citizens beyond their
corporate roles.
Investors: Increasingly, investors want to know that companies they have targeted
have responsible, sustainable, long-term business approaches.
NGO’s and the media: Public reaction comes not just from customers but from advocates and the
media, who shape public opinion. Advocacy organisations, if ignored or
slighted, can damage brand value.
The aim of the Guidelines is to assist reporting organizations and their stakeholders in articulating and
understanding contributions of the reporting organizations to sustainable development.
The GRI Sustainability Reporting Framework is made up of the Sustainability Reporting Guidelines,
Sector supplements and Indicator Protocols. Together these are known as the Sustainability Reporting
Framework.
The Sustainability Reporting Guidelines are the core element of the Reporting Framework. They outline
content that is broadly relevant to all organizations regardless of size, sector or location. The
Sustainability Reporting Guidelines developed by the Global Reporting Initiative, is a significant system
that integrates sustainability issues in to a frame of reporting.
G4 is applicable to all organizations, large and small, across the world. The Guidelines are now
presented in two parts to facilitate the identification of reporting requirements and related guidance. It
consist of following two parts
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Part 1- Reporting Principles and Standard Disclosures: It contains the reporting principles and
standard disclosures and also sets out the criteria to be applied by an organization to prepare its
sustainability report in accordance with the Guidelines.
Part 2 - Implementation Manual: It contains reporting and interpretative guidance that an
organization should consult when preparing its sustainability report.
National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business and
considering the larger interest of public disclosure regarding steps taken by listed entities from a
Environmental, Social and Governance (“ESG”) perspective, SEBI decided to mandate inclusion of
Business Responsibility Reports (“BRR reports”) as part of the Annual Reports for listed entities.
SEBI in its (Listing Obligations and Disclosure Requirements) Regulations, 2015 has mandated the
requirement of submission of BRR for top 500 listed entities describing initiative taken by them from an
environmental, social and governance perspective in the prescribed format [Regulation 34(2)(f)].
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Paid up Capital (INR)
Total Turnover (INR)
Total profit after taxes (INR)
Total Spending on Corporate Social Responsibility (CSR) as percentage of profit after tax
(%).
Principle 2:
Principle 3:
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Please indicate the Total number of employees.
Please indicate the Total number of employees hired on
temporary/contractual/casual basis.
Please indicate the Number of permanent women employees.
Please indicate the Number of permanent employees with disabilities.
Do you have an employee association that is recognized by management.
Principle 4:
Has the company mapped its internal and external stakeholders? Yes/No
Out of the above, has the company identified the disadvantaged, vulnerable &
marginalized stakeholders.
Are there any special initiatives taken by the company to engage with the
disadvantaged, vulnerable and marginalized stakeholders. If so, provide details thereof,
in about 50 words or so.
Principle 5:
Does the policy of the company on human rights cover only the company or extend to
the Group/Joint Ventures/Suppliers/Contractors/NGOs/Others?
How many stakeholder complaints have been received in the past financial year and
what percent was satisfactorily resolved by the management?
Principle 6:
Does the policy related to Principle 6 cover only the company or extends to the
Group/Joint Ventures/ Suppliers/Contractors/NGOs/others.
Does the company have strategies/ initiatives to address global environmental issues
such as climate change, global warming, etc? Y/N. If yes, please give hyperlink for
webpage etc.
Does the company identify and assess potential environmental risks? Y/N
Does the company have any project related to Clean Development Mechanism? If so,
provide details thereof, in about 50 words or so. Also, if Yes, whether any environmental
compliance report is filed?
Has the company undertaken any other initiatives on – clean technology, energy
efficiency, renewable energy, etc. Y/N. If yes, please give hyperlink for web page etc.
Are the Emissions/Waste generated by the company within the permissible limits given
by CPCB/SPCB for the financial year being reported?
Number of show cause/ legal notices received from CPCB/SPCB which are pending
(i.e. not resolved to satisfaction) as on end of Financial Year.
Principle 7:
Is your company a member of any trade and chamber or association? If Yes, Name
only those major ones that your business deals with:
.
.
.
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Have you advocated/lobbied through above associations for the advancement or
improvement of public good? Yes/No; if yes specify the broad areas ( drop box:
Governance and Administration, Economic Reforms, Inclusive Development Policies,
Energy security, Water, Food Security, Sustainable Business Principles, Others)
Principle 8:
Does the company have specified programmes/initiatives/projects in pursuit of the
policy related to Principle 8? If yes details thereof.
Are the programmes/projects undertaken through in-house team/own
foundation/external NGO/ government structures/any other organization?
Have you done any impact assessment of your initiative?
What is your company’s direct contribution to community development projects-
Amount in INR and the details of the projects undertaken.
Principle 9:
What percentage of customer complaints/consumer cases are pending as on the end
of financial year.
Does the company display product information on the product label, over and above
what is mandated as per local laws? Yes/No/N.A. /Remarks(additional information)
Is there any case filed by any stakeholder against the company regarding unfair trade
practices, irresponsible advertising and/or anti-competitive behaviour during the last
five years and pending as on end of financial year. If so, provide details thereof, in about
50 words or so.
Did your company carry out any consumer survey/ consumer satisfaction trends?
The Ministry of Corporate Affairs has revised the National Voluntary Guidelines on Social, Environmental
and Economic Responsibilities of Business, 2011 (NVGs) and has released the National Guidelines on
Responsible Business Conduct (NGRBC) in March 2019. These guidelines urge businesses to actualise the
principles in letter and spirit. This annexure 3 of the Guidelines details the reporting framework
associated with the National Guidelines for Responsible Business Conduct. It consists of three sections:
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CHALLENGES IN MAINSTREAMING SUSTAINABILITY REPORTING
Since the Sustainability Reporting is relatively a new concept, many organizations find it difficult to
prepare sustainability. Following may be considered as the challenges in mainstreaming sustainability
reporting:
INTEGRATED REPORTING
MEANING: The International Integrated Reporting Council (IIRC) defines integrated
reporting as “a process that results in communication by an organisation,
most visibly a periodic integrated report, about how an organisation’s
strategy, governance, performance, and prospects lead to the creation of
value over the short, medium and long-term.”
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PURPOSE: The primary purpose of an integrated report is to explain to providers of
financial capital how an organisation creates value over time. An integrated
report benefits all stakeholders interested in an organisation’s ability to
create value over time, including employees, customers, suppliers, business
partners, local communities, legislators, regulators and policy-makers.
FRAMEWORK: Identifies information to be included in an integrated report for use
in assessing the organization’s ability to create value; it does not set
benchmarks for such things as the quality of an organization’s
strategy or the level of its performance .
Is written primarily in the context of private sector, for-profit
companies of any size but it can also be applied, adapted as
necessary, by public sector and not-for-profit organizations.
Guiding Principles: Strategic focus and future orientation
Connectivity of information
Stakeholder relationships
Materiality
An integrated report should be concise.
Consistency and comparability.
Also regulation 4(1)(d) of SEBI LODR states “the listed entity shall provide adequate and timely
information to recognised stock exchange(s) and investors”. IOSCO Principle 16 states “there should be
full, accurate and timely disclosure of financial results, risks and other information that is material to
investors´ decisions.”
The purpose of integrated reporting is to provide shareholders and interested stakeholders with
relevant information that is useful for making investment decisions.
All organizations depend on various forms of capital for their success. It is important that all such forms
of capital are disclosed to stakeholders to enable informed investment decision making. IIRC has
categorized the forms of capital as follows:
Financial capital
Manufactured capital
Intellectual capital
Human capital
Social and relationship capital
Natural capital
It has been observed that certain listed entities in India and other jurisdictions have already been
making disclosures by following the principles of integrated reporting. Towards the objective of
improving disclosure standards, in consultation with industry bodies and stock exchanges, the listed
entities have been advised to adhere to the following by the SEBI vide this circular:
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Integrated Reporting may be adopted on a voluntary basis from the financial year 2017-18 by
top 500 companies which are required to prepare BRR.
The information related to Integrated Reporting may be provided in the annual report
separately or by incorporating in Management Discussion & Analysis or by preparing a separate
report (annual report prepared as per IR framework).
In case the company has already provided the relevant information in any other report
prepared in accordance with national/international requirement / framework, it may provide
appropriate reference to the same in its Integrated Report so as to avoid duplication of
information.
As a green initiative, the companies may host the Integrated Report on their website and
provide appropriate reference to the same in their Annual Report.
Integrated reporting is an emerging and evolving trend in corporate reporting, which in general aims
primarily to offer an organization’s providers of financial capital with an integrated representation of
the key factors that are material to its present and future value creation. Integrated reporters build on
sustainability reporting foundations and disclosures in preparing their integrated report. Through the
integrated report, an organization provides a concise communication about how its strategy,
governance, performance and prospects lead to the creation of value over time. Therefore, the
integrated report is not intended to be an extract of the traditional annual report nor a combination of
the annual financial statements and the sustainability report. However, the integrated report interacts
with other reports and communications by making reference to additional detailed information that is
provided separately.
Although the objectives of sustainability reporting and integrated reporting may be different,
sustainability reporting is an intrinsic element of integrated reporting. Sustainability reporting considers
the relevance of sustainability to an organization and also addresses sustainability priorities and key
topics, focusing on the impact of sustainability trends, risks and opportunities on the long term
prospects and financial performance of the organization. Sustainability reporting is fundamental to an
organization’s integrated thinking and reporting process in providing input into the organization’s
identification of its material issues, its strategic objectives, and the assessment of its ability to achieve
those objectives and create value over time.
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SOME EXAMINATION QUESTIONSS
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CHAPTER 16
Ethics and Business
ETHICS As per the Oxford Dictionary the meaning of ethics is a “system of moral
principles, rules and conduct.”. Ethics is a “Science of morals.” The word ethics
has emerged from Latin ‘Ethicus’ or in Greek ‘Ethicos’. The origin of these two
words is from ‘ethos’ meaning character.
MEANING Ethics refers to well-founded standards of right and wrong that prescribe
what humans ought to do, usually in terms of rights, obligations, benefits to
society, fairness, or specific virtues.
BUSSINESS ETHICS Business ethics constitute the ethical/moral principles and challenges that
arise in a business environment. Business Ethics is the application of ethical
principles and methods of analysis to business.
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Wealth-creation is the most basic and fundamental dharma of business. A
business organization which doesn’t create wealth for the society is adharmic,
Economic Bottomline: unethical. We have to focus more on the causative factors which lead to these
economic goals like for example: Technology, Productivity, Quality, Customer,
Service, Innovation or “knowledge”. These are the key-factors of the Economic
Bottomline.
The Key Result Areas in this domain are those factors which lead to a better
Human Bottomline: quality of the work-force like for example: Leadership, Teamwork, Motivation,
Creativity, Ethics, Values and Wellness.
We are not only part of society but also part of Nature. Any human group
Environmental
which draws energy and resources from Nature has a responsibility to use
Bottomline:
them prudently within the laws and limits set by Nature. Here again as with
CSR, the highest aim of ecological responsibility is to harmonize the
communal life of the group (especially the economic and material life) and
the resource-energy management strategies, with the laws of Nature and the
natural environment.
Evolutionary We humans, as a species, are an unfinished project. We have not yet realized
Bottomline: all our potentialities hidden within us, especially in the moral, psychological
and spiritual realms of our consciousness. We have to progress or evolve
further to reach our highest potential as human being. The work and life of the
modern corporate world provides a rich field of experience not only for
professional growth but also for evolution of the individual. The problems,
difficulties, challenges, temptation and conflicts of the corporate world, are a
fertile arena for becoming fully conscious of our weaknesses and strengths and
also for expressing our inner potentialities.
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Decentralized Decision-making authority is delegated as far down the chain of command as
organization: possible. Such organizations have relatively few formal rules, coordination
and control are usually informal and personal. They focus on increasing the
flow of information. As a result, one of the main strengths of decentralized
organizations is their adaptability and early recognition of external change. This
provides greater flexibility to managers and they can react quickly to changes
in their ethical environment. Weakness of decentralized organizations lies in
the fact that they have difficulty in responding quickly to changes in policy and
procedures established by the top management. In addition, independent
profit centers within a decentralized organization may sometimes deviate from
organizational objectives.
1. The Principle Autonomy is Latin for “self-rule” We have an obligation to respect the
of Respect for autonomy of other persons, which is to respect the decisions made by other
autonomy : people concerning their own lives. This is also called the principle of human
dignity. Corollary principles: honesty in our dealings with others & obligation to
keep promises.
2. The Principle
We have an obligation to bring about good in all our actions. Corollary
of
principle :We must take positive steps to prevent harm.
Beneficence:
3. The Principle We have an obligation not to harm others: “First, do no harm. Corollary
of principle: Where harm cannot be avoided, we are obligated to minimize the
nonmaleficen harm we do.
ce:
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ETHICAL DILEMMA
MEANING:
Dilemma is a situation that requires a choice between options that are or seem
equally unfavorable or mutually exclusive. By definition, an ethical dilemma
involves the need to choose from among two or more morally acceptable
courses of action, when one choice prevents selecting the other; or, the need
to choose between equally unacceptable alternatives.
A dilemma could be a right vs. wrong situation in which the right would be
more difficult to pursue and wrong would be more convenient. A right versus
wrong dilemma is not so easy to resolve. It often involves an apparent conflict
between moral imperatives, in which to obey one would result in transgressing
the other. This is also called an ethical paradox.
The ethical dilemma consideration takes us into the grey zone of business and
professional life, where things are no longer black or white and where ethics
has its vital role today.
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CODE OF ETHICS: Managers at all levels and in all functional areas face ethical issues.
Organisations, formulate both business and non-business guidelines in the
form of a code of conduct or code of ethics. The need for a corporate code of
conduct has increased due to frequent corporate scandals, inside trading and
misuse of funds. The Institute of Company Secretaries of India, Medical
Council of India, Bar Council, All India Management Association (AIMA) and
other professional bodies have their own professional codes. A code of ethics
should reflect top managements’ desire for compliance with the values, rules,
and policies that support an ethical climate. The development of a code of
ethics should involve the President, Board of Directors, and Chief Executive
Officers who should be implementing the code.
The six values that are desirable for codes of ethics include:
trustworthiness,
respect,
responsibility,
fairness,
caring, and
citizenship.
In the United States of America, Section 406 of the Sarbanes Oxley Act, 2002
requires public companies to disclose whether they have codes of ethics, and
also to disclose any waivers of those codes for certain members of senior
management. Section 406(a) of the Regulation requires companies to
disclose: –
whether they have a written code of ethics that applies to their
principal executive officer, principal financial officer, principal
accounting officer or controller, or persons performing similar
functions.
any waivers of the code of ethics for these individuals.
any changes to the code of ethics.
If companies do not have a code of ethics, they must explain why they
have not adopted one. A company may file its codes as an exhibit in
the annual report, post the codes on the company’s website, or agree
to provide a copy of the codes upon request and without charge.
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CODE OF CONDUCT: The Code of conduct or what is popularly known as the Code of Business
Conduct contains standards of business conduct that must guide actions of
the Board of Directors and senior management of the company. The Code of
Conduct outlines specific behaviours that are required or prohibited as a
condition of ongoing Employment.
A well-written code of conduct clarifies an organization’s mission, values and
principles, linking them with standards of professional conduct. The code
articulates the values the organization wishes to foster in leaders and
employees and, in doing so, defines desired behavior. As a result, written codes
of conduct or ethics can become benchmarks against which individual and
Both a Code of Ethics and a Code of Conduct are similar as they are used in an
attempt to encourage specific forms of behaviour by employees. Ethics
guidelines attempt to provide guidance about values and choices to influence
decision making. Conduct regulations assert that some specific actions are
appropriate, others in appropriate. In both cases, the organization’s desire is to
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General Moral Imperatives
This principle concerning the quality of life of all people affirms an obligation to
protect fundamental human rights and to respect the diversity of all cultures.
We must attempt to ensure that the products of our efforts will be used in
socially responsible ways, will meet social needs and will avoid harmful effects
to health and welfare of others.
“Harm” means injury or negative consequences, such as loss of property,
property damage or unwanted health and environmental impacts. This
principle prohibits use of men, material and technology in ways that result in
harm to our consumers, employees and the general public.
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INDIAN ETHOS The essence of good governance and leadership lies not in the paraphernalia
of systems and procedures but on the quality of people who create, govern or
operate the systems. In Indian ethos it is known as Swadharma of each
individual.
The present ethical debate in the corporate world is focused mostly on values
like honesty, integrity, fairness or transparency. But the scope of ethics is not
confined to these values only.
ADVANTAGES OF A company that adheres to ethical values and dedicatedly takes care of its
BUSINESS ETHICS employees is rewarded with equally loyal and dedicated employees.
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SOME EXAMINATION QUESTIONS
1. Discuss about the influence of organization climate and organizational structure on the
ethics programme of a company.
2. Describe Ethical Dilemma.
3. What are the advantages of Business Ethics for an organization?
4. What are the objectives and advantages of a Code of Conduct for a company?
5. What is the difference between a Code of ethics and a Code of Conduct?
CHAPTER 17
CSR and Sustainability
WHY CSR AT ALL? CSR creates a favourable public image, which attracts customers.
Reputation or brand equity of the products of a company which
understands and demonstrates its social responsibilities is very high.
Corporate Social Responsibility (CSR) activities have its advantages.
It builds up a positive image encouraging social involvement of
employees, which in turn develops a sense of loyalty towards the
organization, helping in creating a dedicated workforce proud of its
company.
Public needs have changed leading to changed expectations from
consumers. The industry/ business owes its very existence society
and has to respond to needs of the society.
The company’s social involvement discourages excessive regulation
or intervention from the Government or statutory bodies, and
hence gives greater freedom and flexibility in decision-making.
The internal activities of the organisation have an impact on the
external environment, since the society is an inter-dependent
system.
In a number of jurisdictions, governments have expedited approval
processes for firms that have undertaken social and environmental
activities beyond those required by regulation.
FACTORS Many factors and influences, including the following, have led to increasing
INFLUENCING CSR attention being devoted to CSR:
Globalization – coupled with focus on cross-border trade,
multinational enterprises and global supply chains – is increasingly
raising CSR concerns related to human resource management
practices, environmental protection, and health and safety, among
other things.
Governments and intergovernmental bodies, such as the United
Nations, the Organisation for Economic Co-operation and
Development and the International Labour Organization have
developed compacts, declarations, guidelines, principles and other
instruments that outline social norms for acceptable conduct.
Citizens in many countries are making it clear that corporations
should meet standards of social and environmental care, no matter
where they operate.
There is increasing awareness of the limits of government
legislative and regulatory initiatives to effectively capture all the
issues that corporate social responsibility addresses.
Businesses are recognizing that adopting an effective approach to
CSR can reduce risk of business disruptions, open up new
opportunities, and enhance brand and company reputation.
TRIPLE BOTTOM LINE Within the broader concept of corporate social responsibility, the
APPROACH OF CSR concept of Triple Bottom Line (TBL) is gaining significance and
becoming popular amongst corporates.
in 1997 by John Ellington, noted management consultant, the
concept of TBL is based on the premise that business entities have
more to do than make just profits for the owners of the capital, only
bottom line people understand.
“People, Planet and Profit” is used to succinctly describe the triple
bottom lines.
“People” (Human Capital) pertains to fair and beneficial business
practices toward labor and the community and region in which a
corporation conducts its business.
“Planet” (Natural Capital) refers to sustainable environmental
practices. It is the lasting economic impact the organization has on
its economic environment A TBL company endeavors to benefit the
natural order as much as possible or at the least do no harm and
curtails environmental impact.
“Profit” is the bottom line shared by all commerce.
The need to apply the Increased consumer sensitivity to corporate social behaviour
concept of TBL is Growing demands for transparency from
caused due to – shareholders/stakeholders
Increased environmental regulation
Legal costs of compliances and defaults
Concerns over global warming
Increased social awareness
Awareness about and willingness for respecting human rights
Media’s attention to social issues.
GLOBAL PRINCIPLES A comprehensive guidance for companies pertaining to CSR is available in
AND GUIDELINES the form of several globally recognised guidelines, frameworks, principles
and tools, some of which are discussed below.
The UN Guiding Principles on Business and Human Rights: The UN
guiding principles provide assistance to states and businesses to fulfil
their existing obligations towards respecting and protecting human
rights and fundamental freedoms and comply with the existing laws.
These principles act as global standards for addressing the risk of
human rights violation related to business activity. In circumstances
when these laws are breached or the guidance is not adhered to,
suitable remedies have also been recommended.
OECD Guidelines: Multinational enterprises: OECD Guidelines for
multinational enterprises elaborate on the principles and standards
for responsible business conduct for multinational corporations.
These guidelines were recently updated in 2011. They cover areas
such as employment, human rights, environment, information
disclosure, combating bribery, consumer interests, science and
technology, competition and taxation
Institute of Social and Ethical Accountability: AccountAbility’s
AA1000 series of standards: This is a series of standards which
enable organisations to become accountable, responsible and
sustainable. It consists of the (i) AA1000 accountability principles
(AP) standard (ii) AA1000 assurance standard (AS) (iii) AA1000
stakeholder engagement (SE) standard.
Social Accountability International (SAI): SA 8000 Standard: This is
one of the world’s first auditable social certification standard. It is
based on ILO, UN and national law conventions, and adopts a
management system approach in order to ensure that companies
that adopt this approach also comply with it. This standard ensures
the protection of basic human rights of workers. The nine basic
elements of this standard include (i) child labour (ii) forced and
compulsory labour (iii) health and safety (iv) freedom of
association and the right to collective bargaining (v) discrimination
(vi) disciplinary practices (vii) working hours (viii) remuneration (ix)
management systems.
ISO 26000: Social responsibility: ISO 26000 is the international
standard giving guidance on social responsibility and is intended for
use by organizations of all types both public and private sectors, in
developed and developing countries. It covers six core areas of social
responsibility, including (i) human rights (ii) labour practices (iii)
environment (iv) fair operating practices (v) consumer issues (vi)
community involvement and development.
The Global Compact Self Assessment Tool is an easy-to-use guide
designed for use by companies of all sizes and across sectors
committed to upholding the social and environmental standards
within their respective operations
CORPORATE SUSTAINABILITY
Sustainability means meeting of the needs of the present without compromising the ability of future
generations to meet theirs. It has three main pillars:
economic,
environmental, and
social.
people,
planet and
profits.
These three Ps have its priority orders too. One should take first take care of the PEOPLE and thereafter
the PLANET. PROFIT is an economic activity and is much for the survivial of the unit, but in the array of
these three Ps, its priority should stand in last and not at the cost of People and Planet.
Sustainability is important to make sure that we have and will continue to have the water, materials,
and resources to protect human health and our environment.
Corporate sustainability indicates new philosophy, as an alternative to the traditional growth and
profitmaximization model, under which sustainable development comprising of environmental
protection, social justice and equity, and economic development are given more significant focus while
recognizing simultaneous growth of the corporate and profitability. It is a business approach that
creates long-term shareholder value by embracing opportunities and managing risks deriving from
economic, environmental and social developments.
Corporate sustainability encompasses strategies and practices that aim to meet the needs of the
stakeholders today while seeking to protect, support and enhance the human and natural resources that
will be the need of the future. Corporate sustainability leaders achieve long-term shareholder value.
Following key drivers Internal Capacity Building strength – In order to convert various
need to be garnered risks into competitive advantages.
to ensure Social impact assessment – In order to become sensitive to various
sustainability: social factors, like changes in culture and living habits.
Repositioning capability through development and innovation:
Crystallisation of all activities to ensure consistent growth.
Corporate sustainability is a business approach creating
shareholder value in the long run.
UNITED NATIONS 1. Principle 1: Businesses should support and respect the protection of
GLOBAL COMPACT’S internationally proclaimed human rights; and
TEN PRINCIPLES, 2000 2. Principle 2: make sure that they are not complicit in human rights
abuses.
3. Principle 3: Businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining;
4. Principle 4: the elimination of all forms of forced and compulsory
labour;
5. Principle 5: the effective abolition of child labour; and
6. Principle 6: the elimination of discrimination in respect of
employment and occupation.
7. Principle 7: Businesses should support a precautionary approach to
environmental challenges;
8. Principle 8: undertake initiatives to promote greater environmental
responsibility; and
9. Principle 9: encourage the development and diffusion of
environmentally friendly technologies.
10. Principle 10: Businesses should work against corruption in all its
forms, including extortion and bribery.
Corporate Social The Corporate Social Responsibility Voluntary Guidelines issued by the
Responsibility MCA in December 2009 was the first step towards mainstreaming the
Voluntary Guidelines, concept of Business Responsibilities. Through these Guidelines, the Ministry
2009 urged the business sector to adopt the principles contained in the
Guidelines for responsible business practices. It was recommendatory
initiative to underline that the business sector also needs to take the
responsibility of exhibiting socially responsible business practices that
ensures the distribution of wealth and well-being of the communities in
which the business operates.
National Voluntary Keeping in view the feedback from stakeholders, review of 2009 Guidelines
Guidelines on Social, was undertaken by the Guidelines Drafting Committee (GDC) constituted by
Environmental and the Indian Institute of Corporate Affairs, resulting into the formulation of
Economic 2011 Guidelines entitled “National Voluntary Guidelines on Social,
Responsibilities of Environmental and Economic Responsibilities of Business” to mainstream
Business – 2011 the subject of business responsibilities.
These guidelines were formulated keeping in view the diverse sectors within
which businesses operate, as well as the wide variety of business
organizations that exist in India today – from the small and medium
enterprises to large corporate organizations.
Principles and the core elements The principles and the core elements of each of the principles as
recommended by the National Voluntary Guidelines are summarized below:
Principles Core Elements
Principle 1: The principle recognizes that ethical conduct in all functions and processes
Businesses should is the cornerstone of responsible business.
conduct and govern
themselves with 1. Businesses should not engage in practices that are abusive, corrupt,
Ethics, Transparency or anti-competition.
and Accountability 2. Businesses should truthfully discharge their responsibility on
financial and other mandatory disclosures.
3. Businesses should report on the status of their adoption of these
Guidelines as suggested in the reporting framework in NVG’s.
4. Businesses should avoid complicity with the actions of any third
party that violates any of the principles contained in these
Guidelines.
Principle 2: The principle recognizes that all stages of the product life cycle, right from
Businesses should design to final disposal of the goods and services after use, have an impact
provide goods and on society and the environment. Responsible businesses, therefore, should
services that are safe engineer value in their goods and services by keeping in mind these impacts.
and contribute to 1. Businesses should assure safety and optimal resource use over the
sustainability life-cycle of the product – from design to disposal – and ensure
throughout their life that everyone connected with it- designers, producers, value chain
cycle members, customers and recyclers are aware of their
responsibilities.
2. In designing the product, businesses should ensure that the
manufacturing processes and technologies required to produce it
are resource efficient and sustainable.
3. Businesses should regularly review and improve upon the process of
new technology development, deployment and commercialization,
incorporating social, ethical, and environmental considerations.
4. Businesses should recognize and respect the rights of people who
may be owners of traditional knowledge, and other forms of
intellectual property.
Principle 3: The principle encompasses all policies and practices relating to the dignity
Businesses should and well being of employees engaged within a business or in its value chain.
promote the well 1. Businesses should respect the right to freedom of association,
being of all participation, collective bargaining, and provide access to
employees appropriate grievance redressal mechanisms.
2. Businesses should provide and maintain equal opportunities at the
time of recruitment as well as during the course of employment
irrespective of caste, creed, gender, race, religion, disability or
sexual orientation.
3. Businesses should not use child labour, forced labour or any form
of involuntary labour, paid or unpaid.
4. Businesses should take cognizance of the work-life balance of its
employees, especially that of women.
Principle 4: The principle recognizes that businesses have a responsibility to think and
Businesses should act beyond the interests of its shareholders to include all their stakeholders.
respect the interests 1. Businesses should systematically identify their stakeholders,
of, and be responsive understand their concerns, define purpose and scope of
towards all engagement, and commit to engaging with them.
stakeholders, 2. Businesses should acknowledge, assume responsibility and be
especially those who transparent about the impact of their policies, decisions, product &
are disadvantaged, services and associated operations on the stakeholders.
vulnerable and 3. Businesses should give special attention to stakeholders in areas
marginalized. that are underdeveloped.
4. Businesses should resolve differences with stakeholders in a just,
fair and equitable manner.
Principle 5: The principle takes into account the “Corporate Responsibility to Respect
Businesses should Human Rights”, as referred in the United Nations “Protect, Respect,
respect and promote Remedy” Framework.
human rights 1. Businesses should recognize and respect the human rights of all
relevant stakeholders and groups within and beyond the
workplace, including that of communities, consumers and
vulnerable and marginalized groups.
2. Businesses should, within their sphere of influence, promote the
awareness and realization of human rights across their value chain.
3. Businesses should not be complicit with human rights abuses by a
third party.
4. Businesses should understand the human rights content of the
Constitution of India, national laws and policies and the content of
International Bill of Human Rights. Businesses should appreciate
that human rights are inherent, universal, indivisible and
interdependent in nature.
Principle 6: Business The principle recognizes that environmental responsibility is a prerequisite
should respect, for sustainable economic growth and for the well being of society.
protect, and make 1. Businesses should utilize natural and manmade resources in an
efforts to restore the optimal and responsible manner and ensure the sustainability of
environment. resources by reducing, reusing, recycling and managing waste.
2. Businesses should take measures to check and prevent pollution.
They should assess the environmental damage and bear the cost of
pollution abatement with due regard to public interest.
3. Businesses should proactively persuade and support its value chain
to adopt this principle.
Principle 7: The principle recognizes that businesses operate within the specified
Businesses, when legislative and policy frameworks prescribed by the Government, which
engaged in guide their growth and also provide for certain desirable restrictions and
influencing public and boundaries.
regulatory policy, 1. Businesses, while pursuing policy advocacy, must ensure that their
should do so in a advocacy positions are consistent with the Principles and Core
responsible manner Elements contained in these Guidelines.
2. To the extent possible, businesses should utilize the trade and
industry chambers and associations and other such collective
platforms to undertake such policy advocacy.
Principle 8: The principle recognizes the value of the energy and enterprise of
Businesses should businesses and encourages them to innovate and contribute to the overall
support inclusive development of the country, especially to that of the disadvantaged,
growth and equitable vulnerable and marginalised sections of society.
development 1. Businesses should understand their impact on social and economic
development, and respond through appropriate action to minimise
the negative impacts.
2. Businesses should innovate and invest in products, technologies and
processes that promote the well being of society.
Principle 9: This principle is based on the fact that the basic aim of a business entity is to
Businesses should provide goods and services to its customers in a manner that creates value
engage with and for both.
provide value to their 1. Businesses, while serving the needs of their customers, should take
customers and into account the overall well-being of the customers and that of
consumers in a society.
responsible manner 2. Businesses should ensure that they do not restrict the freedom of
choice and free competition in any manner while designing,
promoting and selling their products.
3. Businesses should provide adequate grievance handling
mechanisms to address customer concerns and feedback.
In line with the National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of
Business and considering the larger interest of public disclosure regarding steps taken by listed entities,
SEBI has mandated the requirement of submission of Business Responsibility Report (‘BRR’) for top 500
listed entities under Regulation 34(2)(f) of SEBI (Listing Obligations and Disclosure Requirements)
Regulations 2015 (“SEBI LODR”).
In March 2019, the Ministry of Corporate Affairs has revised the National Voluntary Guidelines on Social,
Environmental and Economic Responsibilities of Business, 2011 (NVGs) and has released the National
Guidelines on Responsible Business Conduct (NGRBC). These guidelines urge businesses to actualise the
principles in letter and spirit.
The MCA has been taking various initiatives for ensuring responsible business conduct by companies. As
a first step towards mainstreaming the concept of business responsibility, the Voluntary Guidelines on
Corporate Social Responsibility were issued in 2009. These guidelines were subsequently revised as
National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business in
2011 after extensive consultations with business, academia, civil society organisations and the
government.
The nine thematic pillars of business responsibility provided by the NGBRC are
1. Businesses should conduct and govern themselves with integrity in a manner that is Ethical,
Transparent and Accountable.
2. Businesses should provide goods and services in a manner that is sustainable and safe.
3. Businesses should respect and promote the well-being of all employees, including those in
their value chains.
4. Businesses should respect the interests of and be responsive to all their stakeholders.
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5. Businesses should respect and promote human rights.
6. Businesses should respect and make efforts to protect and restore the environment.
7. Businesses, when engaging in influencing public and regulatory policy, should do so in a
manner that is responsible and transparent.
8. Businesses should promote inclusive growth and equitable development.
9. Businesses should engage with and provide value to their consumers in a responsible
manner.
SUSTAINABLE DEVELOPMENT
SUSTAINABLE Sustainable development is a broad concept that balances the need for
DEVELOPMENT economic growth with environmental protection and social equity. It is a
process of change in which the exploitation of resources, the direction of
investments, the orientation of technological development, and institutional
change are all in harmony and enhance both current and future potential to
meet human needs and aspirations. Sustainable development is a broad
concept and it combines economics, social justice, environmental science
and management, business management, politics and law.
The goal of sustainable development is to maintain economic growth
without environment destruction. Exactly what is being sustained (economic
growth or the global ecosystem, or both) is currently at the root of several
debates, although many scholars argue that the apparent reconciliation of
economic growth and the environment is simply a green sleight of hand that
fails to address genuine environmental problems.
In 1987, a report of the World Commission on Environment and
Development (WCED) of the United Nations (popularly known as
Brundtland Report) first introduced the concept. The Commission describes
Sustainable Development as a process of change in which the exploitation of
resources, the direction of investments, the orientation of technological
development.
Four fundamental 1. Principle of Intergenerational equity: need to preserve natural
Principle of resources for the future generations.
Sustainable 2. Principle of sustainable use: use of natural resources in a prudent
Development manner without or with minimum tolerable impact on nature.
3. Principle of equitable use or intra-generational equity: Use of
agreed by the world
natural resources by any state / country must take into account its
community are:
impact on other states.
4. Principle of integration: Environmental aspects and impacts of
socio-economic activities should be integrated so that prudent use
of natural resources is ensured.
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from June 5-16,1972. It was the UN’s first major conference on international environmental issues, and
marked a turning point in the development of international environmental politics. One of the key issues
addressed was the use of CFCs (chlorofluorocarbons) which were thought to be responsible for the
depletion of the ozone layer. The Stockholm Conference laid a framework for future environmental
cooperation; led to the creation of global and regional environmental monitoring networks and the
creation of the United Nations Environment Programme.
Brundtland Commission
The Brundtland Commission, formally the World Commission on Environment and Development
(WCED), known by the name of its Chairman Gro Harlem Brundtland, was convened by the United
Nations in 1983. The Commission was created to address growing concern “about the accelerating
deterioration of the human environment and natural resources and the consequences of that
deterioration for economic and social development.” In establishing the Commission, the UN General
Assembly recognized that environmental problems were global in nature and determined that it was in
the common interest of all nations to establish policies for sustainable development.
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The Report of the Brundtland Commission, Our Common Future, published in 1987, deals with
sustainable development and the change of policies needed for achieving that. The definition of this
term in the report is quite well known and often cited:
“Sustainable development is development that meets the needs of the present without compromising
the ability of future generations to meet their own needs.”
Kyoto Protocol
The Kyoto Protocol, adopted at the third Conference of the Parties to the UNFCCC (COP 3) in Kyoto,
Japan, in 1997 came into force in 2005, is an international agreement linked to the United Nations
Framework Convention on Climate Change.
The targets cover emissions of the six main greenhouse gases, namely:
Bali Roadmap
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At the 2007 United Nations Climate Change Conference in Bali, Indonesia in December, 2007, the
participating nations adopted the Bali Roadmap as a two-year process for finalizing a bindinig
agreement in 2009 in Denmark.
The Bali Road Map consists of a number of forward-looking decisions that represent the various tracks
essential to reaching a secure climate future. The Bali Road Map includes the Bali Action Plan, which
charts the course for a new negotiating process designed to tackle climate change, with the aim of
completing this by 2009. To conduct the process, a subsidiary body under the Convention called the Ad
Hoc Working Group on Long-term Cooperative Action under the Convention (AWG-LCA) was set up.
To discuss future commitments for industrialized countries under the Kyoto Protocol, the Conference of
the Parties serving as the Meeting of the Parties to the Kyoto Protocol established a working group in
December 2005, called the Ad Hoc Working Group on further Commitments for Annex I Parties under
the Kyoto Protocol (AWG-KP).
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THE 2030 AGENDA FOR SUSTAINABLE DEVELOPMENT
Sustainable Development Goals
SUSTAINABILITY INDICES
A. DOW-JONES SUSTAINABILITY INDEX: The Dow Jones Sustainability Indices are the first global
indices tracking the financial performance of the leading sustainability-driven companies
worldwide, it was launched in 1999. The Dow Jones Sustainability World Index (DJSI World)
comprises more than 300 companies that represent the top 10% of the leading sustainability
companies out of the biggest 2500 companies in the Dow Jones World Index. In addition to the
composite DJSI World, there are six specialized subset indexes excluding alcohol, ex gambling, ex
tobacco, ex armaments & firearms, ex alcohol, tobacco, gambling, armaments & firearms
indexes, and ex alcohol, tobacco, gambling armaments & firearms, and adult entertainment.
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B. ENVIRONMENT, SOCIAL, GOVERNANCE (ESG) INDEX ESG describes the environmental, social
and corporate governance issues that investors are considering in the context of corporate
behaviour. Integration of ESG refers to the active investment management processes that
include an analysis of environmental, social, and corporate governance risks and opportunities
and sustainability aspects of company performance evaluation. The ESG index employs a unique
and innovative methodology that quantifies a company’s ESG practices and translates them into
a scoring system which is then used to rank each company against its peers in the market. Its
quantitative scoring system offers investors complete transparency on Environmental, Social &
governance issues of a company.
C. STANDARD & POOR’S ESG INDIA INDEX Standard & Poor’s ESG India index provides investors
with exposure to a liquid and tradable index of 50 of the best performing stocks in the Indian
market as measured by environmental, social, and governance parameters. The index employs a
unique and innovative methodology that quantifies a company’s ESG practices and translates
them into a scoring system which is then used to rank each company against their peers in the
Indian market. Its quantitative scoring system offers investors complete transparency. The
creation of the index involves a two step process, the first of which uses a multi-layered
approach to determine an ‘ESG’ score for each company. The second step determines the
weighting of the index by score. Index constituents are derived from the top 500 Indian
companies by total market capitalizations that are listed on National Stock Exchange of India
Ltd. (NSE). These stocks are then subjected to a screening process which yields a score based on
a company’s ESG disclosure practices in the public domain.
ALTMAN Z-SCORE The Altman Z Score model is a financial model to predict the
likelihood of bankruptcy in a company. It was created by Edward I.
Altman, a professor at the Leonard N. Stern School of Business of
New York University.
The formula helps to predict the probability of a firm to go into
bankruptcy within next two years
Z-scores are used to predict corporate defaults and an easy-to-
calculate control measure for the financial distress status of
companies. The purpose of the Z Score Model is to measure a
company’s financial health and to predict the probability that a
company will collapse within 2 years.
The Z-Score does not apply to every situation. It can only be used for
forecasting if a company being analyzed can be compared to the
database.
Formula Z-Score = 1.2A + 1.4B + 3.3C + 0.6D + 1.0E
Where:
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B = retained earnings / total assets: -This ratio calculates the
overall profitability of the company. Dwindling profitability is
a warning sign.
C = earnings before interest and tax / total assets: -This
ratio shows how productive a company is in generating
earnings, relative to its size.
D = market value of equity / total liabilities: - This ratio
suggests how far the company’s assets can decline before it
becomes technically insolvent (i.e., its liabilities become
higher than its assets).
E = sales / total assets:-This is the asset turnover ratio and is
a measure of how effectively the firm uses its assets to
generate sales.
A Z score of greater than 2.99 means that the entity being measured is safe
from bankruptcy. A score of less than 1.81 means that a business is at
considerable risk of going into bankruptcy, while scores in between should
be considered a red flag for possible problems.
Risk management
Performance evaluation
Where:
Income from capital = (capital charges) × (risk-free rate)
This is calculated by multiplying capital charges by the risk-free rate.
This is because, since capital is set aside to support a risky
transaction, it should theoretically be invested in something ‘risk
free’.
Expected loss is the average anticipated loss over the period being
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measured. It will include the cost of doing business as well as any
loss incurred from default or operational risk.
Capital means economic capital is the amount of capital that a
financial institution needs to ensure that the company remains
solvent. It should be sufficient to support any risks that the company
takes on.
ECONOMIC VALUE “Economic Value Added (EVA) is the net operating profit minus an
ADDED (EVA) appropriate charge for the opportunity cost of all capital invested in an
enterprise or project. It is an estimate of true economic profit, or amount
by which earnings exceed or fall short of the required minimum rate of
return investors could get by investing in other securities of comparable risk
(Stewart, 1990).”
EVA is net operating profit after tax less capital charge. Or,
EVA = NOPAT- (Invested Capital × WACC).
MARKET VALUE Market Value Added (MVA) is a tool to measure shareholder’s value at a
ADDED (MVA) particular moment; this was introduced by Stewart in 1991. Market Value
Added (MVA) is the additional market capitalization over and above the
book value of equity (Gupta & Kundu, 2008). From an investor’s point of
view, MVA is the best final measure of a Company’s performance.
It is typically used for companies that are larger and publicly-traded. MVA is
not a performance metric like EVA, but instead is a wealth metric,
measuring the level of value a company has accumulated over time.
In another words Market Value Added (MVA) is the difference between the
current market value of a firm (V) and the capital contributed by its
investors (K):
Market Value Added (MVA) = V – K
The link between EVA and MVA is that MVA is the present value of all the
future EVAs a Company is expected to generate, discounted at the WACC.
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resource use. It has never been more important for businesses to use their
economic, environmental and social resources efficiently. Conceptually, SVA
stresses the complementary disposition of economic, environmental and
social resources. Sustainable Value Added is the extra value created when
the overall level of environmental and social impacts is kept constant.
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SOME EXAMINATION QUESTIONS
1. Discuss about the influence of organization climate and organizational structure on the ethics
programme of a company.
2. Describe Ethical Dilemma.
3. What are the advantages of Business Ethics for an organization?
4. What are the objectives and advantages of a Code of Conduct for a company?
5. What is the difference between a Code of ethics and a Code of Conduct?
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CHAPTER 18
Anti-Corruption and Anti-Bribery Laws in India
The functions of the SPE then were to investigate cases of bribery and corruption in transactions
with the War & Supply Deptt. of India during World War II. Even after the end of the War, the need
for a Central Government agency to investigate cases of bribery and corruption by Central
Government employees was felt. The Delhi Special Police Establishment Act was therefore brought
into force in 1946. The CBI’s power to investigate cases is derived from this Act.
The first chapter is making preliminary provisions of the Act, including short title, extension,
etc.
The second chapter makes provisions as to unlawful associations.
The next chapter of the Act makes penal provisions.
The fourth chapter of the Act makes provisions for penal provisions as to terrorist activities.
The fifth chapter of the Act deals with the forfeiture of proceeds of terrorism or any property
intended to be used for terrorism.
The sixth chapter of the Act makes provisions as to terrorist organization, where the
Organisations which are identified as a terrorist one, in the Resolution adopted by the
Security Council of UN, should be added to the Schedule of this Act by the Central
Government. Similarly, removal of any organisation can also be made by the Central
Government under this Act.
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The seventh chapter of the Act makes miscellaneous provisions, wherein the Central
Government is empowered to direct delegation of powers to the State Government and such
State Government can also with the prior approval from the Centre, direct the delegation of
those powers to any person subordinate to it.
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elsewhere, of a Deputy Superintendent of Police or a police officer of equivalent rank, shall
investigate any offence punishable under this Act without the order of a Metropolitan
Magistrate or a Magistrate of the first class, as the case may be, or make any arrest therefor
without a warrant: Provided that if a police officer not below the rank of an Inspector of
Police is authorised by the State Government in this behalf by general or special order, he
may also investigate any such offence without the order of a Metropolitan Magistrate or a
Magistrate of the first class, as the case may be, or make arrest therefor without a warrant:
Provided further that an offence referred to in clause (e) of sub-section (1) of section 13 shall
not be investigated without the order of a police officer not below the rank of a
Superintendent of Police.
Liability of individual directors and officers: The PCA does not specifically impose liability on
directors and officers of a corporate entity for the company’s commission of an offence of
corruption. However, as indicated above, the abetment of bribery of public servants is also an
offence. The Companies Act, 2013 enshrines the concept of an ‘officer in default’ who shall be liable
for the acts of the company. An officer in default is specifically held to be liable in cases where such
officer is aware of the contravention of the provisions of the legislation by virtue of receipt of any
proceedings or any participation without objecting to the same. That said, if such officer is able to
establish that he or she acted honestly and reasonably, he or she may be exonerated in certain
circumstances.
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to the duties as the Central Vigilance Commissioner or other
members.
FUNCTION: 1. The Commission shall supervise the functions of the Delhi Special
Police Establishment in connection with the investigation and
analysis of offence that comes under the Prevention of Corruption
Act of 1988.
2. It issues directions and orders to the Delhi Special Police
Establishment to discharge the functions assigned to it according to
Delhi Special Police Establishment Act, 1946.
3. The Commission shall also inquire and review the developments of
the complaints received against any officer for committing an
offence under the Prevention of Corruption Act.
4. The Act empowers the Commission to provide guidance to the
Central government or the corporations, Government companies or
any local bodies on the subjects submitted to it.
JURISDICTION: The Lokpal has the jurisdiction to inquire into all complaints arising from the
PCA against certain public functionaries, including an incumbent or past
Prime Minister, an incumbent or past Union Minister and any person who
is or has been a member of Parliament.
COMPOSITION: It consists of one Chairperson and a maximum of 8 members.
Eligibility for chairman and members:
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offense committed by a public servant.
LOKPAL BENCHES: The Chairperson constitutes these benches as per his discretion. Ideally,
each Lokpal bench will have two or more members. About 50% of the
members in each Lokpal Bench should be judicial members. If the bench
has the Chairperson, he will oversee it. In cases of benches that don’t have
the Chairperson, the judicial member will preside over them. The sitting of
these benches may take place in New Delhi or any other place as decided by
the Lokpal.
WORKING OF When citizens air their complaints, Lokpal receives them. Then, the anti-
LOKPAL: corruption ombudsman analyzes them to check their veracity. Once it
decides to go ahead, Lokpal would order a preliminary inquiry. This would be
done either by the inquiry wing or any other Central Government agency,
such as Delhi Special Police Establishment, Central Bureau of Investigation
(CBI), etc. The preliminary inquiry has to get completed within 90 days of
receiving the complaint. However, the time of inquiry can be extended for
further 90 days if the enquiring official requests in writing with sufficient
reasons for it.
POWERS OF LOKPAL: Its inquiry wing has the power to search and seize objects – both movable
and immovable objects – and make reports based on them. These reports
would be taken up by the 3-member Lokpal benches for further scrutiny.
The benches would give the opportunities for the allegedly corrupt officers
to say in their defense. After this, the benches would undertake any of the
following alternatives.
1. If the officers are found guilty, the benches would grant their sanction to
the prosecution wing or CBI to file charge sheets against them. The benches
can also direct the concerned government departments to start proceedings
against them.
2. If the officers are found innocent, the benches would direct the filing of
the closure of case reports.
OBJECTIVES: To ensure that neither the company nor any of its employees, directors or
authorised representatives indulge in bribery in any of their actions taken
for and on behalf of the company in the course of economic, financial or
commercial activities of any kind.
SCOPE: The Code shall be applicable to the company and its:
Board of Directors,
Employees (full time or part-time or employed through any third
party contract),
Agents, Associates, Consultants, Advisors, Representatives and
Intermediaries, and
Contractors, Sub-contractors and Suppliers of goods and/or
services.
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Bribery ‘Bribery’ includes giving or receiving bribe and third party gratification. The
act of giving bribe is when committed intentionally in the course of
economic, financial or commercial activities and when it is established that
there is a promise, offering or giving, directly or indirectly, of an undue
advantage to any person who directs or works, in any capacity, for a
commercial entity, for the person himself or for another person, in order
that he in breach of his duties, act or refrain from acting.
‘Facilitation ‘Facilitation payment’ means a payment made to government or private
payment’ official that acts as an incentive for the official to complete some action or
process expeditiously to the benefit of the party making the payment.
‘Foreign public ‘Foreign public official’ means any person holding a legislative, executive,
official’ administrative or judicial office of a foreign country, whether appointed or
elected, whether permanent or temporary, whether paid or unpaid and
includes a person who performs a public function or provides service for a
foreign country
CLAUSES: Clause 1: Adherence to Anti-Corruption Laws .
Clause 2: Bribery in Private Sector
Clause 3: Facilitation Payments.
Clause 4: Bribery to Foreign Public Officials
Clause 5: Policy for Gifts, Hospitality & Expenses.
Clause 6: Whistle Blower Mechanism.
Clause 7: Anti- Bribery Training and Awareness Programmes.
Clause 8: Monitoring Mechanism for Anti-Bribery Code .
Clause 9: Sanctions for Non-compliance
Guiding Instructions 1. Corporate Anti-Bribery Code is to be adopted voluntarily.
for Implementation 2. The Code shall be approved by the Board of Directors of the
of the Code: company. Any change in the Code shall be made with the approval
of the Board of the Company.
3. The Code shall be communicated to all existing employees,
management and Board members.
4. All the existing employees, management and Board members shall
confirm in writing that they shall unconditionally follow the Code in
its entirely throughout their employment/association with the
company.
5. All the new appointees shall be required to confirm in writing, at the
time of their induction in the company that they shall be bound by
the Code.
6. All agents, associates, consultants, advisors, all the contractors,
sub-contracts and suppliers of goods and/or services,
representatives and intermediaries engaged by the company shall
also be required to follow the Code while carrying on their
assignments for and on behalf of the company at any time during
their association with the company. It shall also be made a
mandatory condition while confirming their appointment.
7. Anti-Bribery Code of the company shall be put on company’s
website. Any change in the Code shall be immediately updated.
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8. With a view to facilitate the companies, the following model
suggested policies which may be adopted by the Board of Directors
of the company are annexed to the Code:
Model Policy on Gifts, Hospitality & Expenses.
Model Policy on Purchase through Supplier and other
Service Provider.
Guidelines for Whistle Blower Policy.
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SOME EXAMINATIONQUESTIONS
1. Enumerate the laws and enforcement regimes behind Anti-Corruption and Anti-Bribery Laws in
India.
2. Brief description of the Prevention of Corruption, 1988.
3. What is the composition of the Lokpal?
4. What are the grounds basis which the President can remove the Chairman and members on
the board under Central Vigilance Commission Act, 2003?
5. What is the scope of Anti Bribery code as applicable by the ICSI?
6. Liability of individual directors and officers under Prevention of Corruption Act, 1988.
7. Define the following terms; – Bribery – Facilitation payment – Foreign public official
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